ELROD
Introduction
Entrepreneurial leadership =
- Influencing and directing the performance of group members toward the achievement of
organizational goals that involve recognizing and exploiting entrepreneurial opportunities
- Leading the organisation by encouraging, for example, pro-activeness and innovativeness
among all employees, integrates a number of perspectives that contribute to long-term firm
success and creation of tech-economic- and societal- impact
- When it bears little resemblance to reality, disregards the capabilities of the organization and
the problems of the organization, it will be rejected by employees (and stakeholders)
- Employees (and stakeholders) will also reject a vision where they see a credibility gap
between managers’ rhetoric and their actions.
o In other words, leaders must be ‘authentic’
Organizational design = refers to aspects of formal structures that shape and constrain the actions of
organizational members, that is, hierarchical relations, the allocation of decision authority, functional
specialization, and the formalization of processes and roles, paired with approaches to managing the
human capital of the organization
Corporate social responsibility (CSR) = taking responsibility for the impact of your business
operation on people, the environment and society. It is generally understood as a way to achieve
balance within the environmental, social and economic activities simultaneously fulfilling the
expectations of stakeholders
VUCA = Volatile, Uncertain, Complex and Ambiguous
- External (macro) environment determines conditions in which business operate in and
shapes strategies that determine managerial practices applied to remain competitive (and
create new impact)
Win-win-win business model = For people, profit and planet
1. Market development – selling your existing
product or service into new markets
2. Product / service development - developing
your original business idea into new
product/ services that can be sold into
existing markets
3. Diversification – selling new products /
services into new markets. Often this option
is pursued through mergers or acquisitions
,Learning goals
- Explain concepts of ELROD and its associated concepts in an international business context
- Critically reflect on complex organisational problems and processes in relation to
entrepreneurial leadership, responsible organisational design and the broader (international)
environment of the organisation
- Critically asses how different perspectives related to entrepreneurial leadership, strategic
entrepreneurship, corporate social responsibility and organizational culture and design
contribute to long-term organizational survival
- Analyse how firms have a wider social responsibility beyond their traditional role
- Analyse and evaluate how leadership and corporate social responsibility are practised to
develop and design responsible organisations
- Critically evaluate the impact of and meaning of entrepreneurial leadership, organizational
design and corporate social responsibility practices in (international) business ventures and
develop impactful business recommendations based on state-of-the-art academic literature
, Lecture 1 – Strategic Entrepreneurial Leadership (in AI
era) (10/09)
Individual level
Recap – Wooclap (no exam material)
1. Which dynamic capability can be described as: Ability to systematically, continuously, and
reliably acquire strategically relevant information from the environment, including market
trends, best practices, and competitors’ activities, that is, information from outside the
organization sensing
2. Which dynamic capability can be described as: Ability to able to decide whether some
information is of potential value, to transform valuable information into concrete business
opportunities that fit the organization’s strengths and weaknesses, and to make decisions
accordingly seizing
3. Which dynamic capability can be described as: Ability to adjust its internal organizational
design as well as its potential to navigate and even shape the external environment. An
organization with a transforming capability is one where an agile, entrepreneurial mindset is
actively cultivated within, with a broad expansive approach to external network-building as
well transforming
Why should we care about strategic entrepreneurial leadership?
- It can be present in an organization of any size, type or age
- Focus on individual leaders & their relationship with the team
- Leadership
o Influencing your employees toward goal achievement
o Acting as a role model
o Champion a future vision & raise commitment
o Empower & help interpret individual identities
- Entrepreneurship
o Opportunity recognition and seizing
o Challenge & foster innovative and creative thinking
o Boost entrepreneurial skills of your team & ignite passion for innovation
Introduction
Entrepreneurial leadership =
- Influencing and directing the performance of group members toward the achievement of
organizational goals that involve recognizing and exploiting entrepreneurial opportunities
- Leading the organisation by encouraging, for example, pro-activeness and innovativeness
among all employees, integrates a number of perspectives that contribute to long-term firm
success and creation of tech-economic- and societal- impact
- When it bears little resemblance to reality, disregards the capabilities of the organization and
the problems of the organization, it will be rejected by employees (and stakeholders)
- Employees (and stakeholders) will also reject a vision where they see a credibility gap
between managers’ rhetoric and their actions.
o In other words, leaders must be ‘authentic’
Organizational design = refers to aspects of formal structures that shape and constrain the actions of
organizational members, that is, hierarchical relations, the allocation of decision authority, functional
specialization, and the formalization of processes and roles, paired with approaches to managing the
human capital of the organization
Corporate social responsibility (CSR) = taking responsibility for the impact of your business
operation on people, the environment and society. It is generally understood as a way to achieve
balance within the environmental, social and economic activities simultaneously fulfilling the
expectations of stakeholders
VUCA = Volatile, Uncertain, Complex and Ambiguous
- External (macro) environment determines conditions in which business operate in and
shapes strategies that determine managerial practices applied to remain competitive (and
create new impact)
Win-win-win business model = For people, profit and planet
1. Market development – selling your existing
product or service into new markets
2. Product / service development - developing
your original business idea into new
product/ services that can be sold into
existing markets
3. Diversification – selling new products /
services into new markets. Often this option
is pursued through mergers or acquisitions
,Learning goals
- Explain concepts of ELROD and its associated concepts in an international business context
- Critically reflect on complex organisational problems and processes in relation to
entrepreneurial leadership, responsible organisational design and the broader (international)
environment of the organisation
- Critically asses how different perspectives related to entrepreneurial leadership, strategic
entrepreneurship, corporate social responsibility and organizational culture and design
contribute to long-term organizational survival
- Analyse how firms have a wider social responsibility beyond their traditional role
- Analyse and evaluate how leadership and corporate social responsibility are practised to
develop and design responsible organisations
- Critically evaluate the impact of and meaning of entrepreneurial leadership, organizational
design and corporate social responsibility practices in (international) business ventures and
develop impactful business recommendations based on state-of-the-art academic literature
, Lecture 1 – Strategic Entrepreneurial Leadership (in AI
era) (10/09)
Individual level
Recap – Wooclap (no exam material)
1. Which dynamic capability can be described as: Ability to systematically, continuously, and
reliably acquire strategically relevant information from the environment, including market
trends, best practices, and competitors’ activities, that is, information from outside the
organization sensing
2. Which dynamic capability can be described as: Ability to able to decide whether some
information is of potential value, to transform valuable information into concrete business
opportunities that fit the organization’s strengths and weaknesses, and to make decisions
accordingly seizing
3. Which dynamic capability can be described as: Ability to adjust its internal organizational
design as well as its potential to navigate and even shape the external environment. An
organization with a transforming capability is one where an agile, entrepreneurial mindset is
actively cultivated within, with a broad expansive approach to external network-building as
well transforming
Why should we care about strategic entrepreneurial leadership?
- It can be present in an organization of any size, type or age
- Focus on individual leaders & their relationship with the team
- Leadership
o Influencing your employees toward goal achievement
o Acting as a role model
o Champion a future vision & raise commitment
o Empower & help interpret individual identities
- Entrepreneurship
o Opportunity recognition and seizing
o Challenge & foster innovative and creative thinking
o Boost entrepreneurial skills of your team & ignite passion for innovation
