Implementing Entrepreneurial Ideas

Lesson 3:
IMPLEMENTING
ENTREPRENEURIAL
IDEAS
Lesson Objectives:
O Know how to O Recognize one’s
implement entrepreneurial
entrepreneurial intentions
ideas
IMPLEMENTING ENTREPRENEURIAL IDEA
O Entrepreneurs’ ideas and intentions form the initial strategy
template of new organizations and are important underpinnings of
new venture development. Even though entrepreneurial ideas for
new products, new services, new social movements – begin with
inspiration, sustained attention and intention are needed in order for
them to become manifest.
O Entrepreneurs’ intentions guide their goal setting, communication,
commitment, organization, and other kinds of work.
O Behaviour can result from unconscious and unintended
antecedents, what is of interest here is a conscious and intended act,
the foundling of a firm
Nature of Entrepreneurial
Intentions
O Intentionality - empowers the prediction and
explanation of human behavior based on beliefs and
desires, and provides the structure for a complete
intentional model.
-is a state of mind directing a person’s attention
toward a specific object or a path in order to achieve
something.
Theorists and researchers
 William James - construed will as an independent faculty of the mind,
operating through person’s attention and consent.
 George A. Miller, Eugene Galanter, and Karl H. Pribram

 They plans and the structure of behavior include intentional control over
those mental images and values which guide behavior as a factor in their
cybernetic model of behavior.
 Katz and Gartner

O observed that intentions include a dimension of locution: the
entrepreneur’s intention and intentions of other stakeholders, markets,
and so forth.
Impact of Intentions
O Entrepreneurial intentions have a significant impact on all
organizations.
O In existing firms, executives’ personal values have been found to
affect corporate strategy, intuition has been shown to play an
important role in executive problem solving and planning, and
the beliefs and perceptions of top managers have been found to
directly affect the organizations they lead.
A Model of Bird's (1988) contexts of
Entrepreneurial Intentionality
O Model Development OIntentional Process
 is an iterative process, in begins with the entrepreneur’s

which many models are personal needs, values, wants,
derived, tested and built upon habits, and beliefs, which have
until a model fitting the their own precursors.
desired criteria is built.
intentional and behavioral
 Subsequent as modelling work outcomes which contribute to
may need to begin the search the creation of a new
at the same place as the organization and, in turn, affect
original model building began, the entrepreneur’s needs,
rather than where it finished. values, wants, habits, and
beliefs.
O Sustaining Temporal O Future Time
Tension Horizon
 The farther into the future  A time horizon, also known

that one has visions, the as a planning horizon, is a
greater the uncertainty and fixed point of time in the
the greater the temporal future at which point certain
tension as one attempts to processes will be evaluated
draw that future into the or assumed to end.
present.
Hierarchical time specialization in
Bureaucracies
O Hierarchical time specialization in bureaucracies is based on the

time span of discretion. Time spans range from less than 3 months
to more than 10 years, and they are related to both task and
individual development.
O Examples:
Job satisfaction and performance are affected by the match between
role demands and temporal capacity.
Time span of discretion also correlates
with perceptions of fair pay
(more pay for longer time spans)
O Examples:
O Jaques, proposed that operators (typists, machine

operators, laboratory assistants) perform tasks that have a
time span of less than 3 months, whereas those who
design new methods, producers, or policies operate in a
2-5 year time span, and chief executves of large
organizatons operate in a 5-10 year time span.
O Entrepreneurial Time O Time Complexity
 Entrepreneurs’ functions are O Entrepreneurs formulate

a mix of operations, strategies, and some conduct
management, promotion, formal planning, overall,
and leadership activities, they believe that
ranging from stuffing opportunities to create are
envelopes to running a vested in the present.
machine, making sales O Their time is best spent in
calls, analyzing
doing, not dreaming or
competition, meeting with
retrospective sense making
bankers and forming
strategic alliances.
O Fast dancing O Sustaining Strategic
 Another aspect of Focus
entrepreneurial time is the  intentions tend to be
necessity for entrepreneurs
directed toward goals,
to make quick decisions in
which are desired endstates,
order to adjust to the
rather than toward means of
environment
conduct, although both ends
 (example: markets, and means can be
government, labor). intentional.
Means and Ends Orientations.
O Entrepreneurs tend to be opportunistic about how they
reach goals such as breaking even, becoming profitable,
and experiencing high business growth.
Entrepreneurial Factors: The
Entrepreneurial Zoom Lens
O The apparent equivocality of focus pertains
to the complexity of their jobs. They move
between operations (where details are
important) and strategy (where the “big
picture” or vision is important.) The
effective entrepreneur responds to this
complexity by developing a psychological,
social, and strategic “zoom lens.”
Developing an Intentional
Posture
O  Alignment – a configuration of parts such that all
parts are contributing to a single purpose and direction.
This means that our many “inner voices” which reflect
different and conflicting needs, values, memories, and
wishes, need to agree on one direction.
O  Attunement – the readiness to send and receive

information, influence, or meaning from other sources.
It requires vigilance, open-mindedness, extroversion,
and the ability to learn from mistakes on the simplest
level.
IMPLICATIONS
O The model of intentionality presented here advances entrepreneurship research
in three ways:
1. 1st, it addresses a psychological base of venture development which helps to

differentiate entrepreneurship from strategic management. If entrepreneurial intentions
can be examined with regard to temporal tension, strategic focus, and posture, a deeper
insight into the creative process of venture development can be achieved.
2. 2nd, he propositions and hypotheses set forth allow the impact that entrepreneurial
intentions have on organizational direction, survival, growth, and form to be studied in
ways that are consistent with, and contribute to, existing theories of leadership,
organizational development, and organization theory.
3. 3rd, creating, structuring, and sustaining of organizations are based on entrepreneurs

personal ideas and ‟ experiences, rather than forma l theories of management and
organization, these entrepreneurs create organizational theories that later may be
discovered and analyzed.
Summary of the Lesson:
O Entrepreneurs’ ideas and intentions form the initial strategic template of

new organizations and are important underpinnings of new venture
development.
O Intentionality is a state of mind directing a person’s attention toward a

specific object (goal) or path in order to achieve something (means).
O Entrepreneurial intentions have a significant impact on all organizations.
O Entrepreneurs’ intentions tend to be directed toward goals, which are

desired end-states, rather than toward means of conduct, although both
ends and means can be intentional.
Group 3 Report
O Reporters:
O Medina, Angelie
O Bentoy, Joymie
O Bringas, Ferilyn

Implementing Entrepreneurial Ideas

Uploaded by

Copyright:

Available Formats

Implementing Entrepreneurial Ideas

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Implementing Entrepreneurial Ideas

Uploaded by

Copyright:

Available Formats

Lesson 3:

 George A. Miller, Eugene Galanter, and Karl H. Pribram

 Katz and Gartner

 is an iterative process, in begins with the entrepreneur’s

 The farther into the future  A time horizon, also known

O Hierarchical time specialization in bureaucracies is based on the

O Jaques, proposed that operators (typists, machine

 Entrepreneurs’ functions are O Entrepreneurs formulate

O  Attunement – the readiness to send and receive

1. 1st, it addresses a psychological base of venture development which helps to

3. 3rd, creating, structuring, and sustaining of organizations are based on entrepreneurs

O Entrepreneurs’ ideas and intentions form the initial strategic template of

O Intentionality is a state of mind directing a person’s attention toward a

O Entrepreneurial intentions have a significant impact on all organizations.

O Entrepreneurs’ intentions tend to be directed toward goals, which are

You might also like