Assignment格式：Developing Corporate Entrepreneurship

Assignment格式-發(fā)展公司的企業(yè)家精神。本文是一篇留學(xué)生assignment寫作格式范例，主要內(nèi)容是講述如今的經(jīng)濟(jì)正經(jīng)歷著快速的起伏：競爭力的提高和快速變化的技術(shù)給那些希望保持市場領(lǐng)先地位的公司帶來了壓力。這不會減緩，因此需要成功的工具。與此同時，我們正在遠(yuǎn)離Morris和Kuratko的信念，即“企業(yè)家是天生的，不是后天的”。這就是為什么需要、相信、希望和計劃必須緊隨其后。正如孔子所說：“當(dāng)目標(biāo)顯然無法實現(xiàn)時，不要調(diào)整目標(biāo)，調(diào)整行動步驟”?，F(xiàn)在是采取行動的時候了，現(xiàn)在適合不同企業(yè)的一種形式是企業(yè)家精神。下面就一起來看一下這篇留學(xué)生assignment格式的具體內(nèi)容。

Introduction 引言
Today’s economy is experiencing its ups and downs very quickly: rising competitiveness and fast changing technologies create pressure to the companies that want to stay at the top of their markets. This is not going to slow down, so the need for tools of success is arising. At the same time we are moving away from the Morris and Kuratko (2002) belief that “entrepreneurs are born, not made”. That is why the wanting, believing, hoping, planning must be followed by doing. As already Confucius said: “When it is obvious that the goals cannot be reached, don’t adjust the goals, adjust the action steps”. It is time for action and one form of it that suits different businesses nowadays is – Corporate Entrepreneurship (CE).
As it was stated by Sharma and Chrisman (1999), corporate entrepreneurship is “the process whereby an individual or group of individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization”. There are lots of definitions for CE nowadays, but all of them do not change the fact that CE is a tool for differentiation and competitive advantage in today’s economy. In order to make a go of this phenomenon, organizations have to develop their strategies how to implement the entrepreneurial spirit in the everyday practices. In this way corporate entrepreneurship – spontaneous or induced by the company itself – will be not rare and unexpected, but in contrary, become a tool of overcoming inside issues, as well as external pressures.
正如Sharma和Chrisman所言，企業(yè)家精神是“個人或個人團(tuán)體與現(xiàn)有組織聯(lián)合創(chuàng)建新組織或在該組織內(nèi)發(fā)起更新或創(chuàng)新的過程”?，F(xiàn)在有很多關(guān)于CE的定義，但所有這些都不能改變這樣一個事實，即CE是當(dāng)今經(jīng)濟(jì)中差異化和競爭優(yōu)勢的工具。為了克服這一現(xiàn)象，組織必須制定戰(zhàn)略，如何在日常實踐中貫徹企業(yè)家精神。通過這種方式，企業(yè)家精神——自發(fā)或由公司自身誘導(dǎo)——將不會罕見和意外，相反，將成為克服內(nèi)部問題和外部壓力的工具。
Corporate Entrepreneurship and Human Resource Management 企業(yè)家精神與人力資源管理
A lot of researches, studies were conducted in order to discover the inevitable truth that CE positively affects the performance of a company: it creates competitive advantages, helps to differentiate, adapt to new or quickly changing markets, and deal with external and internal challenges. As CE is seen as a multifaceted tool, the intensity of CE in an organization can be described by five different dimensions identified in a meta-analysis by Saly (2001): innovativeness, risk propensity, proactiveness, corporate venturing and self-renewal. When creating an organizational structure, as well as inside culture, these dimensions should be a scale measuring the future success of a company. Dealing with the globalization and fast moving changes, a company must take risks, be proactive and strive for innovation. Nurturing these traits, adapting to the environment (self-renewal) and fostering creation of something valuable that generates returns – are CE key success factors in the economy of today.
進(jìn)行了大量研究，以發(fā)現(xiàn)CE積極影響公司績效的不可避免的事實：它創(chuàng)造了競爭優(yōu)勢，有助于差異化，適應(yīng)新的或快速變化的市場，并應(yīng)對外部和內(nèi)部挑戰(zhàn)。由于CE被視為一種多方面的工具，組織中CE的強度可以通過Saly的薈萃分析中確定的五個不同維度來描述：創(chuàng)新性、風(fēng)險傾向、積極性、企業(yè)風(fēng)險和自我更新。在創(chuàng)建組織結(jié)構(gòu)和內(nèi)部文化時，這些維度應(yīng)該是衡量公司未來成功的尺度。應(yīng)對全球化和快速變化，公司必須承擔(dān)風(fēng)險，積極主動，努力創(chuàng)新。培養(yǎng)這些特質(zhì)、適應(yīng)環(huán)境（自我更新）和創(chuàng)造有價值的東西以產(chǎn)生回報——是當(dāng)今經(jīng)濟(jì)中CE的關(guān)鍵成功因素。
Of course no CE can be fostered without Human Capital (HC). In order to become an innovative, entrepreneurial organization needs the knowledge, skills, experience the HC can provide. This is why HC should be one of the most important and valuable assets for every organization. Investing in HC should be a first step towards building and encouraging the entrepreneurial direction of the overall company.
當(dāng)然，沒有人力資本就無法培養(yǎng)CE。為了成為一個創(chuàng)新、創(chuàng)業(yè)的組織，HC需要提供的知識、技能和經(jīng)驗。這就是為什么HC應(yīng)該是每個組織最重要和最有價值的資產(chǎn)之一。投資HC應(yīng)該是建立和鼓勵整個公司創(chuàng)業(yè)方向的第一步。       
As from the employee-organization relations (EOR) literature (Rhoades and Eisenberger, 2002), the strongest influencers of employee affect are the organization’s leaders. Their Human Recourse Management (HRM) practices can valuably contribute to effective enhancement of CE. Different HRM techniques can create a suitable inside culture for an organization to become innovative, flexible and more entrepreneurial. Each HRM practice can be addressed to different employee characteristics and in this way design the employee-organization relationships towards a collective entrepreneurial collaboration. Therefore EOR strengthened with HRM practice can become an efficient tool for creating a collective entrepreneurial atmosphere inside any organization.
根據(jù)員工-組織關(guān)系（EOR）文獻(xiàn)，員工影響最大的是組織的領(lǐng)導(dǎo)者。他們的人力資源管理（HRM）實踐可以為有效提高CE做出有價值的貢獻(xiàn)。不同的人力資源管理技術(shù)可以為一個組織創(chuàng)造一種合適的內(nèi)部文化，使其具有創(chuàng)新性、靈活性和企業(yè)家精神。每一種人力資源管理實踐都可以針對不同的員工特點，并以此方式設(shè)計員工與組織的關(guān)系，以實現(xiàn)集體創(chuàng)業(yè)合作。因此，通過人力資源管理實踐加強EOR可以成為在任何組織內(nèi)部營造集體創(chuàng)業(yè)氛圍的有效工具。
As organizations nowadays become living entities, diving into the trend of organizational learning, there is less fear that it will develop a strategy and become stagnant. That is why the HRM practices also evolve during the life of a company. Introducing new projects, renewal of the staff with different KSAOs (knowledge, skills, abilities and other characteristics) needed at the time, allocating resources needed for development and inside learning – all this organizational support is now more a necessity than luxury. So, understanding that without a learning attitude and readiness to change according the situation, any HRM practices will not be able to influence the company’s corporate entrepreneurship level, is vital. Following the idea of George Bernard Shaw: a€?Progress is impossible without change, and those who cannot change their minds cannot change anything”.
如今，隨著組織成為活生生的實體，潛入組織學(xué)習(xí)的潮流，人們不再擔(dān)心組織學(xué)習(xí)會發(fā)展出一種策略并停滯不前。這就是為什么人力資源管理實踐也會在公司的生命周期中演變。引入新項目，更新具有當(dāng)時所需的不同KSAO（知識、技能、能力和其他特征）的員工，分配發(fā)展和內(nèi)部學(xué)習(xí)所需的資源——所有這些組織支持現(xiàn)在都是必要的，而不是奢侈的。因此，了解到如果沒有學(xué)習(xí)態(tài)度和根據(jù)情況改變的意愿，任何人力資源管理實踐都無法影響公司的企業(yè)創(chuàng)業(yè)水平，這一點至關(guān)重要。遵循蕭伯納的理念：“沒有改變，進(jìn)步是不可能的，那些不能改變想法的人也不能改變?nèi)魏问虑椤薄?br/>HRM practices fostering CE inside the company 人力資源管理實踐在公司內(nèi)部培養(yǎng)CE
HRM practices should be an important driver of CE because it involves organizational learning driven by collaboration, creativity, and individual commitment (Kaya, 2006). To foster CE in a company the first task is the set up of internal culture and environment (studies show there have to be available resources, management support and a reliable organizational structure right at the beginning in order for a company could start entrepreneurial activities). Following different studies conducted on the topic of CE and HRM practices, how to establish a suitable internal environment for intrapreneurship seems to be based on these organizational arrangements/managerial tools:
人力資源管理實踐應(yīng)該是CE的重要驅(qū)動因素，因為它涉及由協(xié)作、創(chuàng)造力和個人承諾驅(qū)動的組織學(xué)習(xí)。要培養(yǎng)公司的首席執(zhí)行官，首要任務(wù)是建立內(nèi)部文化和環(huán)境（研究表明，一開始就必須有可用的資源、管理支持和可靠的組織結(jié)構(gòu)，公司才能開始創(chuàng)業(yè)活動）。根據(jù)對CE和HRM實踐主題進(jìn)行的不同研究，如何為內(nèi)部創(chuàng)業(yè)建立合適的內(nèi)部環(huán)境似乎基于以下組織安排/管理工具：
Staff selection – the objective of staff selection is to form an appropriate resource base of HC to foster entrepreneurial activity.
 員工選擇–員工選擇的目標(biāo)是形成HC的適當(dāng)資源基礎(chǔ)，以促進(jìn)創(chuàng)業(yè)活動。
As the HC of any company is one of the most important facilitators of CE, selective hiring can be a tool for influencing the CE level. The selection criteria should fit the organizations’ culture, be in line with the CE dimensions and reflect the needs of the company.
由于任何公司的HC都是CE最重要的推動者之一，選擇性招聘可以成為影響CE水平的工具。選擇標(biāo)準(zhǔn)應(yīng)符合組織的文化，符合CE維度，并反映公司的需求。
During the process of selecting staff it is beneficial to think about the skills needed in the industry the company operates, how the employees could work together and create a brain trust. Emphasizing the team spirit is very important, because the prominence of collective entrepreneurship is growing. New members should have new ideas and complement the staff by being different and experts of their own sphere. New management staff should have relevant KSAOs, be creative, strive for action and be supportive. Finally, a possibility to grow in one’s own career should also be seen during this process, because it will serve as a motivation tool and foster better environment in the company.
在挑選員工的過程中，思考公司運營行業(yè)所需的技能、員工如何合作并建立人才信任是有益的。強調(diào)團(tuán)隊精神非常重要，因為集體創(chuàng)業(yè)的重要性越來越大。新成員應(yīng)該有新的想法，并通過自己領(lǐng)域的不同和專家來補充工作人員。新的管理人員應(yīng)該有相關(guān)的KSAO，富有創(chuàng)造力，努力行動并給予支持。最后，在這個過程中，也應(yīng)該看到自己職業(yè)發(fā)展的可能性，因為這將成為激勵工具，并為公司營造更好的環(huán)境。
Management support – the positive attitude as well as encouragement of the higher hierarchy levels of the company for generating and developing new business ideas.
管理層的支持——積極的態(tài)度以及鼓勵公司高層產(chǎn)生和發(fā)展新的商業(yè)理念。       
Management support is important because it indicates the willingness of the managers to facilitate, promote and institutionalize the entrepreneurial spirit and activity within the organization’s system and processes (Hornsby et al., 2002) which would encourage the intrapreneurs to engage in innovative projects. If the organization provides support and some autonomy it can then count on the commitment coming from employees. Still coordinating the use of resources, contributing to the fulfillment of the separate individual suggestions or efforts will end up with an increase of overall efficiency.
管理支持很重要，因為它表明管理者愿意促進(jìn)、促進(jìn)和制度化組織系統(tǒng)和流程中的創(chuàng)業(yè)精神和活動（Hornsby等人，2002年），這將鼓勵內(nèi)部創(chuàng)業(yè)者參與創(chuàng)新項目。如果組織提供支持和一些自主權(quán)，那么它可以依靠員工的承諾。仍然協(xié)調(diào)資源的使用，幫助實現(xiàn)單獨的建議或努力，最終將提高整體效率。
Management support for problem solving and conflict resolution in the intrapreneurship process is required in the idea generation, development, and particularly implementation (execution) stages of the ideas (Damanpour, 1991). This will positively influence a corporation’s entrepreneurial behavior and enhance potential intrapreneurs’ perceived trustworthiness to their corporations in terms of detecting opportunities and willingness to develop novel or useful ideas, and/ or projects, and to take risks to actualize them (Stevenson and Jarillo, 1990). Internal supportive environment, tolerance for risk taking to their intrapreneurs, and a high quality HC will contribute to the innovative performance.
在創(chuàng)意的產(chǎn)生、發(fā)展，特別是創(chuàng)意的實施（執(zhí)行）階段，需要管理層支持企業(yè)內(nèi)部流程中的問題解決和沖突解決。這將對公司的創(chuàng)業(yè)行為產(chǎn)生積極影響，并增強潛在內(nèi)部創(chuàng)業(yè)者對其公司的信任感，即發(fā)現(xiàn)機會和意愿，開發(fā)新穎或有用的想法和/或項目，并承擔(dān)風(fēng)險實施這些想法和項目。內(nèi)部支持環(huán)境、對內(nèi)部創(chuàng)業(yè)者承擔(dān)風(fēng)險的容忍度以及高質(zhì)量的HC將有助于創(chuàng)新績效。
Company’s 3M approach could be taken as an illustration of the management support importance. This firm understood and experienced that capable and motivated employees can turn the company into a profitable, innovative and successful organization. That is why the management was trying to create an environment that supports individual entrepreneurship: “a climate that stimulates ordinary people to produce extraordinary performances”.
公司的3M方法可以作為管理支持重要性的例證。這家公司了解并經(jīng)驗豐富，有能力和積極性的員工可以將公司變成一個盈利、創(chuàng)新和成功的組織。這就是為什么管理層試圖創(chuàng)造一種支持個人創(chuàng)業(yè)的環(huán)境：“一種激勵普通人創(chuàng)造非凡業(yè)績的氛圍”。       
Allocation of free time – provision of sufficient time to work on developing novelties without any burden of routine workload. Delivery of free time inevitably encourages employees to take risks for putting their novel ideas into practice. When given time for convincing the management level about your project success, employees are not so distracted from their main duties and usually show more commitment towards the company. But this creates a necessity for additional control that the allocated free time would be used for purposes that benefit both sides. Here it comes out that before any significant changes there is a need of HRM practices that boost mutual understanding, better ties between employees and the organization, and make sure their values and visions are on the same path.
 分配空閑時間——提供足夠的時間來開發(fā)新產(chǎn)品，而無需承擔(dān)日常工作量。提供自由時間不可避免地鼓勵員工冒險將他們的新想法付諸實踐。當(dāng)有時間讓管理層相信你的項目成功時，員工不會那么分散他們的主要職責(zé)，通常會對公司表現(xiàn)出更多的承諾。但這就需要額外的控制，即分配的空閑時間將用于雙方都受益的目的。結(jié)果表明，在任何重大變革之前，都需要人力資源管理實踐，以促進(jìn)相互理解，加強員工與組織之間的聯(lián)系，并確保他們的價值觀和愿景走在同一條道路上。
Organizational structure – should be convenient concerning decentralization level or decision-making autonomy.        
組織結(jié)構(gòu)——應(yīng)便于權(quán)力下放或決策自主。
Employees should have the opportunity to express and suggest their ideas easily. The suitable decentralization level differs among every company, but it is a tool to become more flexible, innovative, and active – suit the dimensions of CE. If organization provides autonomy for employees who actually carry out the work, this will stimulate their commitment to act in the best way for the company. Having a balanced relationship between autonomy and discipline creates an environment where employees can act, take weighted risks and innovate towards successful outcomes of the company. Companies that are becoming rigid really slow down all the innovative processes as well as cannot implement all of the possible improvements.
員工應(yīng)有機會輕松表達(dá)和建議自己的想法。每個公司的適當(dāng)權(quán)力下放水平不同，但這是一種工具，可以使其變得更靈活、更具創(chuàng)新性和更積極——符合CE的維度。如果組織為實際執(zhí)行工作的員工提供自主權(quán)，這將激發(fā)他們以公司最佳方式行事的承諾。在自主性和紀(jì)律性之間建立一種平衡的關(guān)系，創(chuàng)造了一個員工可以采取行動、承擔(dān)加權(quán)風(fēng)險和創(chuàng)新以實現(xiàn)公司成功成果的環(huán)境。變得僵化的公司確實放慢了所有創(chuàng)新流程，也無法實施所有可能的改進(jìn)。
When thinking about new ventures, projects in order to boost the competitive advantage and profitability of the company it is important they fit the organization in terms of context and organizational structure. There is a possibility to foster integrated or separate CE. For better understanding of the importance of these practices some companies can be taken as an example.
在考慮新的企業(yè)和項目時，為了提高公司的競爭優(yōu)勢和盈利能力，重要的是它們在環(huán)境和組織結(jié)構(gòu)方面適合組織。有可能培養(yǎng)一體化或獨立的CE。為了更好地理解這些實踐的重要性，可以以一些公司為例。
Analyzing the case of the company Polaroid, one can see that the impact of bureaucracy, biases and downsizing was a big obstacle for nurturing inside entrepreneurship. The company was big-sized and stagnant, becoming a market follower. The entrepreneur in this company (Joline Godfrey) experienced difficulties to introduce her project because of the hard-to-reach attention of the managers, not flexible organization culture. The inside culture was also not women-friendly and did not show enough interest in projects that were not fully in the area the company operated. In such cases, when an organization becomes rigid, does not answer market needs mostly because of the compilation, slow processes – CE must be fostered and implemented. One of the first steps should be an entrepreneurial-oriented structure that allocates the power of decision making not to the higher level employers, but takes into account the employees who know the most about the projects being undertaken.
分析寶麗來公司的案例，可以看出官僚主義、偏見和裁員的影響是培育內(nèi)部創(chuàng)業(yè)的一大障礙。該公司規(guī)模龐大，停滯不前，成為市場的追隨者。這家公司的企業(yè)家在介紹她的項目時遇到了困難，因為很難引起管理者的注意，而不是靈活的組織文化。內(nèi)部文化對女性也不友好，對公司運營領(lǐng)域內(nèi)的項目也沒有表現(xiàn)出足夠的興趣。在這種情況下，當(dāng)一個組織變得僵化，不能滿足市場需求時，主要是因為編譯過程緩慢——必須培養(yǎng)和實施CE。第一步應(yīng)該是一個以創(chuàng)業(yè)為導(dǎo)向的結(jié)構(gòu)，它不將決策權(quán)分配給更高級別的雇主，而是考慮到最了解正在進(jìn)行的項目的員工。
In the case of Lucent (a telecommunication equipment manufacturer), their New Venture Group formed a separate organizational entity. This entity was operating as a base of research for new opportunities, products, and businesses. Being separate has its advantages, because in this way the formed CE device does not suffer from the bureaucratic rules of the parent company, still can use the support needed, creates its own inside environment and culture that can foster CE more easily. That is why, when forming new entrepreneurial project each company has to evaluate its fit in the organization.
就朗訊（一家電信設(shè)備制造商）而言，他們的新風(fēng)險集團(tuán)形成了一個獨立的組織實體。該實體作為研究新機會、產(chǎn)品和業(yè)務(wù)的基礎(chǔ)。獨立有其優(yōu)勢，因為這樣，形成的CE設(shè)備不會受到母公司的官僚規(guī)則的影響，仍然可以使用所需的支持，創(chuàng)造自己的內(nèi)部環(huán)境和文化，從而更容易培養(yǎng)CE。這就是為什么，在形成新的創(chuàng)業(yè)項目時，每家公司都必須評估其在組織中的適合性。
Usually small projects are of better use inside the company: they can be accessible for all employees, motivate them to work on their projects too, but at the same time not to be too distracted from the mainstream of the company. An example of such an approach would be the case of the company Ohio Bell. The program “ENTER-PRIZE” (Excellence Through Employee Innovation) was designed in order to support, reward the employees who had ideas how to cut operating costs or generate revenues. This program was an implemented cultural change of the Ohio Bell company. Being nurtured inside the company and connected with all employees, this project had the best place inside the company, fitting the mainstream operations and concept. Fostering innovative ideas, this program was also a good example of the power of rewards towards CE growth.
通常，小項目在公司內(nèi)部更有用：所有員工都可以使用它們，激勵他們也在項目上工作，但同時也不要太偏離公司的主流。這種方法的一個例子是俄亥俄貝爾公司?！癊NTER-PRIZE”（通過員工創(chuàng)新實現(xiàn)卓越）計劃旨在支持和獎勵那些有想法如何降低運營成本或創(chuàng)造收入的員工。該計劃是俄亥俄貝爾公司實施的文化變革。該項目在公司內(nèi)部得到培育，并與所有員工建立了聯(lián)系，在公司內(nèi)部具有最佳地位，符合主流運營和理念。培養(yǎng)創(chuàng)新思想，這一計劃也是獎勵對CE增長的力量的一個很好的例子。
Incentives and rewards – availability of a performance based reward system encouraging innovativeness is a way to foster entrepreneurship among employees.
激勵和獎勵——基于績效的獎勵制度鼓勵創(chuàng)新是培養(yǎng)員工創(chuàng)業(yè)精神的一種方式。
If the management tries to convince the employees to act like intrapreneurs, it must also be willing to pay them as entrepreneurs (Thornberry, 2003). Having trust in the rewarding system boosts the employee commitment, willingness to take risks and reveal the projects that could benefit both sides. A reward system that is based on achievements in innovation projects, may lead the brightest and most ambitious players to avoid innovation projects with uncertain outcomes.
如果管理層試圖說服員工像內(nèi)部創(chuàng)業(yè)者一樣行事，那么它也必須愿意以企業(yè)家的身份向他們支付報酬。對獎勵制度的信任會增強員工的承諾、承擔(dān)風(fēng)險的意愿，并揭示可能對雙方都有利的項目?；趧?chuàng)新項目成就的獎勵制度可能會導(dǎo)致最聰明和最有野心的參與者避免結(jié)果不確定的創(chuàng)新項目。       
Building a reward system shows a positive attitude towards the employees and can significantly increase their motivation to benefit the organization. It is important to see the reward practices as a long-term thing, make resources available and not punish the employees straight after the first failure of an entrepreneurial project.
建立一個獎勵制度表明了對員工的積極態(tài)度，并能顯著提高他們?yōu)榻M織帶來利益的動機。重要的是要將獎勵做法視為一件長期的事情，提供資源，而不是在創(chuàng)業(yè)項目首次失敗后直接懲罰員工。
Failure or errors tolerance – in case of creative undertakings or risky project implementations.
Such showed tolerance together with managerial support is a strong tool creating positive environment for CE. A conservative managerial attitude will block the willingness to innovate and cause lack of confidence of the employees. In order to overcome the possible frustration, organization should support the HC even during failures and continue investing in the projects that have high potential. Taking failures as an inevitable step towards success will help to maintain the level of confidence for further innovations and profitable ideas.
失敗或錯誤容忍度——在創(chuàng)造性工作或風(fēng)險項目實施的情況下。             
這種寬容和管理支持是為CE創(chuàng)造積極環(huán)境的有力工具。保守的管理態(tài)度會阻礙創(chuàng)新的意愿，并導(dǎo)致員工缺乏信心。為了克服可能的挫折，組織應(yīng)支持HC，即使在失敗期間，也應(yīng)繼續(xù)投資于具有高潛力的項目。將失敗視為成功的必然步驟，將有助于保持對進(jìn)一步創(chuàng)新和盈利想法的信心。
Of course, in order not to lose control and take “healthy” risks, company’s should build an organizational mechanism to decide which innovation projects are likely to bear fruits and which should be cast aside without having trial-errors. For example, a well known company 3M implemented a more disciplined approach to defining, selecting and funding projects. Instead of running 100 of them as earlier, the process shifted to 12 projects from which 10 are expected to be successful. In this way companies are more oriented, quickly reacting and can create true competitive advantages through expedient CE.
當(dāng)然，為了不失去控制并承擔(dān)“健康”風(fēng)險，公司應(yīng)該建立一個組織機制，以決定哪些創(chuàng)新項目可能會產(chǎn)生成果，哪些項目應(yīng)該在沒有試錯的情況下被擱置。例如，一家知名的3M公司在定義、選擇和資助項目方面采用了更嚴(yán)格的方法。該過程沒有像以前那樣運行100個項目，而是轉(zhuǎn)移到12個項目，其中10個項目有望成功。通過這種方式，公司更具導(dǎo)向性，快速反應(yīng)，并可以通過權(quán)宜之計的CE創(chuàng)造真正的競爭優(yōu)勢。
Training and development – appropriate abilities can be acquired through training and development – strongest results towards boosting CE. Training can overcome the factors that decrease employees’ job performance and satisfaction. Staff development seen as activities that increase employees’ qualifications and performance at all hierarchical levels through education, career management, and work structure. All these practices can promote entrepreneurial behavior and improve the environment in the company. Training programs should be oriented towards building useful CE skills, fostering the dimensions of it inside the company: change acceptance, willingness to take risks, assume responsibility, and the value of teamwork and shared achievements. Training activities that enforce interpersonal skills should be fostered. Also training that supports creativity will strengthen innovativeness and potentially strengthen self-renewal and new business development. Finally, training on how to transfer new ideas into business will lead to higher intensity for risk propensity and proactiveness.
培訓(xùn)和發(fā)展——通過培訓(xùn)和發(fā)展可以獲得適當(dāng)?shù)哪芰Α岣逤E的最有力結(jié)果。培訓(xùn)可以克服降低員工工作績效和滿意度的因素。員工發(fā)展被視為通過教育、職業(yè)管理和工作結(jié)構(gòu)在所有層級提高員工資質(zhì)和績效的活動。所有這些做法都可以促進(jìn)創(chuàng)業(yè)行為，改善公司的環(huán)境。培訓(xùn)計劃應(yīng)以培養(yǎng)有用的CE技能為導(dǎo)向，培養(yǎng)公司內(nèi)部的CE技能：接受變革、愿意承擔(dān)風(fēng)險、承擔(dān)責(zé)任以及團(tuán)隊合作和共享成果的價值。應(yīng)促進(jìn)加強人際交往技能的培訓(xùn)活動。此外，支持創(chuàng)造力的培訓(xùn)將加強創(chuàng)新能力，并可能加強自我更新和新業(yè)務(wù)發(fā)展。最后，關(guān)于如何將新思想轉(zhuǎn)化為業(yè)務(wù)的培訓(xùn)將提高風(fēng)險傾向和主動性。
For effective training, programs should fit the company’s strategy and work process. To unfold their full effect on CE, expert knowledge, social competence, creativity, and methodical expertise are especially important to be considered.
Specialist assignment – specialists can anticipate and estimate specific problems earlier and thus identify needs for modifications more quickly.
對于有效的培訓(xùn)，計劃應(yīng)符合公司的戰(zhàn)略和工作流程。為了充分發(fā)揮其對CE的影響，專家知識、社會能力、創(chuàng)造力和系統(tǒng)專業(yè)知識尤其重要。 
專家任務(wù)–專家可以更早地預(yù)測和估計具體問題，從而更快地確定修改需求。
As CE is more often seen as a collective process, instead of putting the emphasis on one individual, firms must encourage cooperation among specialists to increase successful innovation processes. This is stressed because as environment impacts on organizational behaviors it is also seen in change of relationships between employees and employer or managers inside the organization. In order to become competitive and innovative, firms have to adopt new strategies, as well as different employee-organization relationship (EOR) patterns. The importance of this is significantly growing, because corporate entrepreneurship involves not only product innovation, risk taking or proactive responses to environmental forces, but also organizational learning, driven by collaboration and commitment. Here the collaboration of specialists could be seen as a link between employees, managers and their potential to foster corporate entrepreneurship together.
由于CE通常被視為一個集體過程，而不是強調(diào)個人，企業(yè)必須鼓勵專家之間的合作，以增加成功的創(chuàng)新過程。之所以強調(diào)這一點，是因為隨著環(huán)境對組織行為的影響，員工與雇主或組織內(nèi)部經(jīng)理之間的關(guān)系也會發(fā)生變化。為了提高競爭力和創(chuàng)新能力，企業(yè)必須采用新的戰(zhàn)略以及不同的員工組織關(guān)系（EOR）模式。這一點的重要性正在顯著增加，因為企業(yè)創(chuàng)業(yè)不僅涉及產(chǎn)品創(chuàng)新、風(fēng)險承擔(dān)或?qū)Νh(huán)境力量的積極響應(yīng)，還涉及由合作和承諾驅(qū)動的組織學(xué)習(xí)。在這里，專家的合作可以被視為員工、經(jīng)理及其共同培養(yǎng)企業(yè)創(chuàng)業(yè)能力的潛力之間的聯(lián)系。
As it can be observed in the Siemens Nixdorf Informationssysteme AG (SNI), a company that confronted financial and inside environment problems with a program called “Change Agent Program”, managerial support, concentrated staff selection and employee training and development are the tools that foster corporate entrepreneurship spirit and help to overcome the downturn a company can experience.
正如西門子Nixdorf信息系統(tǒng)公司（SNI）所觀察到的那樣，該公司通過一項名為“變革代理計劃”的計劃，集中的員工選拔、員工培訓(xùn)和發(fā)展是培養(yǎng)企業(yè)創(chuàng)業(yè)精神的工具，有助于克服公司可能經(jīng)歷的衰退。
The Change Agent program looked to replace Siemens Nixdorf’s rigid corporate hierarchy with a more flexible and entrepreneurial attitude that would be more responsive to market demands. The company operated in a very competitive European market, was undermanaged and over consulted. As the employees at SNI experienced restructuring at the company during the early 1990s and four years of losses, the inside culture was far away from a company one could call innovative and lead thinking (as the ones operating in IT industry in US). The program though was focused on employees, emphasizing the importance of the people at the company and expanding the opportunities open to them.
變革代理計劃旨在以更靈活、更具企業(yè)家精神的態(tài)度來取代西門子Nixdorf僵化的企業(yè)層級，從而更能響應(yīng)市場需求。該公司在競爭激烈的歐洲市場運營，管理不善，咨詢過多。由于SNI的員工在20世紀(jì)90年代初經(jīng)歷了公司的重組和四年的虧損，內(nèi)部文化與一家可以稱之為創(chuàng)新和領(lǐng)先思維的公司（如美國IT行業(yè)的員工）相去甚遠(yuǎn)。不過，該計劃側(cè)重于員工，強調(diào)了公司員工的重要性，并擴(kuò)大了他們的機會。
The goal of the 13 week program was to build an understanding of business fundamentals and business change along three dimensions: customer, competitiveness and culture. It combined presentations, discussions, workshops, case studies, best practice site visits, internships, and coach research. An important goal was to provide participants with new perspectives about their projects and give them the know-how to implement them upon return to the company. The programs aimed to have the sponsors (each member had two of them) provide leadership, guidance and support in order to help them achieve their project goals. This is also an example that specialists’ assistance is a tool fostering corporate entrepreneurship and improving the employees input. It was also aiming to help find innovative ways to approach and implement their projects.
為期13周的計劃的目標(biāo)是沿著三個維度：客戶、競爭力和文化，建立對商業(yè)基礎(chǔ)和商業(yè)變革的理解。它結(jié)合了演講、討論、研討會、案例研究、最佳實踐現(xiàn)場訪問、實習(xí)和教練研究。一個重要的目標(biāo)是為參與者提供有關(guān)他們項目的新觀點，并在他們返回公司后為他們提供實施這些項目的訣竅。這些計劃旨在讓贊助商（每個成員有兩個）提供領(lǐng)導(dǎo)、指導(dǎo)和支持，以幫助他們實現(xiàn)項目目標(biāo)。這也是一個例子，專家的幫助是促進(jìn)企業(yè)創(chuàng)業(yè)和提高員工投入的工具。它還旨在幫助找到創(chuàng)新的方法來處理和實施他們的項目。
Each participant of the program had a project drawn from the area that concludes the most important challenges the company faces – which were fostered by the program and implemented upon the employee’s return to SNI. Although the 21 Change Agents had varying degrees of success, it was clear that they played a role in driving SNI to profitability in the 1994 – 1995 fiscal year (for the first time in the company’s history). That was reflected in the decision by the SNI Executive Board to perpetuate the Program on an annual basis.
該計劃的每個參與者都有一個來自該領(lǐng)域的項目，該項目總結(jié)了公司面臨的最重要挑戰(zhàn)——這些挑戰(zhàn)是該計劃培養(yǎng)出來的，并在員工返回SNI后實施。盡管21位變革代理人取得了不同程度的成功，但很明顯，他們在推動SNI在1994-1995財年實現(xiàn)盈利方面發(fā)揮了作用（這是公司歷史上第一次）。這反映在SNI執(zhí)行委員會決定每年延長該計劃。
Such training and development programs foster collective and individual entrepreneurship inside the company. This example shows how important it is that such tools would fit the aim and strategy of the whole company. By addressing the right problems, training the right people (at SNI they were thoroughly selected) this training program helped the company to enhance the communication within the company, improve its international operations, flexibility and determine new possible directions. The employees felt the more entrepreneurial spirit of the company’s culture and were able to channel their enthusiasm for changes and revitalization, feel more responsibility, and support what opened the ways for their projects.
此類培訓(xùn)和發(fā)展計劃促進(jìn)了公司內(nèi)部的集體和個人創(chuàng)業(yè)。這個例子表明，這些工具符合整個公司的目標(biāo)和戰(zhàn)略是多么重要。通過解決正確的問題，培訓(xùn)正確的人員（在SNI，他們被徹底選中），該培訓(xùn)計劃幫助公司加強了公司內(nèi)部的溝通，改善了其國際運營、靈活性，并確定了新的可能方向。員工們感受到了公司文化中更多的創(chuàng)業(yè)精神，能夠調(diào)動他們對變革和振興的熱情，感受到更多的責(zé)任感，并支持為他們的項目開辟了道路。
Conclusions 結(jié)論
Having the goal of being visible, active in today’s global economy requires established companies to become more and more entrepreneurial in order to handle uncertainty and environmental dynamism. As the importance of CE is growing, more scholars are interested to define the specific tools that help to create and benefit from the CE inside the company.
Different studies provide positive relationships between HRM practices and CE. As knowing the importance of qualified HC, so the management practices become a source of sustained competitive advantage for organizations. CE-related HR practices are unique to the extent that competitors cannot imitate them. Nevertheless the support from HR practices must be in line with that particular organizational culture and consistent with what is needed from employees.
要想在當(dāng)今全球經(jīng)濟(jì)中實現(xiàn)可見、活躍的目標(biāo)，老牌公司就必須變得越來越具有企業(yè)家精神，以應(yīng)對不確定性和環(huán)境活力。隨著CE的重要性越來越大，越來越多的學(xué)者有興趣定義有助于在公司內(nèi)部創(chuàng)建和受益于CE的特定工具。             
不同的研究提供了人力資源管理實踐與CE之間的積極關(guān)系。由于了解合格HC的重要性，因此管理實踐成為組織持續(xù)競爭優(yōu)勢的來源。與CE相關(guān)的人力資源實踐是獨一無二的，競爭對手無法模仿。然而，人力資源實踐的支持必須符合特定的組織文化，并符合員工的需求。
Considering the combined effects of all the OS factors, managerial support and tolerance for risk taking have still exerted significant effects on innovativeness. That is why firms should invest to build such an organizational environment where first, support and tolerance exist to a large extent. On the other side, organizations should spend more time on recruiting and training managers to be supportive and hold a philosophy that failure is a stepping-stone to success.
考慮到所有OS因素的綜合影響，管理支持和風(fēng)險承受能力仍然對創(chuàng)新性產(chǎn)生了顯著影響。這就是為什么公司應(yīng)該投資建立這樣一個組織環(huán)境，首先，支持和容忍在很大程度上存在。另一方面，組織應(yīng)該花更多的時間來招聘和培訓(xùn)管理人員，以支持他們，并秉持失敗是成功的敲門磚的理念。
As seen, HRM practices play a significant role in fostering and maintaining high levels of CE. Having a CE-friendly environment, companies should focus on the HRM practices of staff selection, staff development and training, and staff rewards that align employee motivation and entrepreneurial firm development. These practices show the highest correlation with innovative outcomes and positive CE results.
由此可見，人力資源管理實踐在培養(yǎng)和保持高水平的CE方面發(fā)揮著重要作用。擁有一個有利于CE的環(huán)境，公司應(yīng)注重員工選拔、員工發(fā)展和培訓(xùn)以及員工獎勵等人力資源管理實踐，以使員工激勵與企業(yè)發(fā)展相一致。這些實踐與創(chuàng)新成果和積極的CE結(jié)果的相關(guān)性最高。
Learning from the previously discussed real life examples it is obvious that CE is a complex phenomena to handle for different organizations. But the conclusion, that corporate entrepreneurship is a success factor in today’s dense economy, stays the same. In order to foster the entrepreneurial culture inside the company it is important to maintain the focus on all possible sources and adapt the HRM practices to use them beneficially.
從assignment上述討論的現(xiàn)實生活中的例子中可以看出，對于不同的組織來說，企業(yè)家精神是一個復(fù)雜的現(xiàn)象。但結(jié)論是，在當(dāng)今密集的經(jīng)濟(jì)中，企業(yè)家精神是一個成功因素，這一點保持不變。為了培養(yǎng)公司內(nèi)部的創(chuàng)業(yè)文化，重要的是保持對所有可能來源的關(guān)注，并調(diào)整人力資源管理實踐以使其受益。本站提供各國各專業(yè)assignment代寫或指導(dǎo)服務(wù)，如有需要可咨詢本平臺。