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Encouraging employee entrepreneurial...

University of Phoenix.

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Encouraging employee entrepreneurial spirit: A phenomenological case study of a large technology enterprise.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Encouraging employee entrepreneurial spirit: A phenomenological case study of a large technology enterprise./
作者:	Kovacev, Robert John, Sr.
面頁冊數:	241 p.
附註:	Adviser: Johnny L. Morris.
Contained By:	Dissertation Abstracts International69-08A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3327213
ISBN:	9780549796879

Encouraging employee entrepreneurial spirit: A phenomenological case study of a large technology enterprise.
Kovacev, Robert John, Sr.

Encouraging employee entrepreneurial spirit: A phenomenological case study of a large technology enterprise. - 241 p.

Adviser: Johnny L. Morris.

Thesis (D.B.A.)--University of Phoenix, 2008.

Technology enterprise leaders encounter an intense global competition in the marketplace not experienced in former traditional domestic markets. To compete effectively, leaders have the opportunity to transition from a classic vertical integration strategy to an open innovation strategy. This enables the enterprise to create disruptive change in new markets using proprietary company innovations and technologies by creating spin-out companies led by entrepreneurial employees. The study examined results of Innovation Initiative Program by a major U.S. defense firm to encourage employee entrepreneurial spirit and assist employees to form innovative start-up ventures for spin-out of company proprietary technologies and innovations into new markets. The study examined factors that caused program to termination after only 5 years of operation and recommends program changes to the to make it more effective as a means to implement an open innovation strategy. The research identified six emergent themes: (a) Participant interest and motivation was high for a variety of reasons; (b) program objectives and processes were inconsistent and changed frequently; (c) the program realized significant successes in spite of changing objectives and processes; (d) there were significant program deficiencies leading to the ultimate termination; (e) major distractions within the firm and conditions outside the firm contributed to the ultimate program termination; (f) simple changes to program organization and leadership can make the program successful in the company and in other organizations. The study offers a four-factor model for program success in large and mid-sized process-oriented technology firms, not-for-profit institutions, government organizations, and universities.

ISBN: 9780549796879Subjects--Topical Terms:

626628
Business Administration, Management.

Encouraging employee entrepreneurial spirit: A phenomenological case study of a large technology enterprise.
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