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Telepreneurship is... (see WP:Lede for lede format).
The Telecommunication industry served as a dynamic and yet competitive industry. Depending on the placement within this eco-network these telecom organisations structure themselfs with a specfic strategy. Within the organisation we find the important roles which either defuse or increase innovation. The dynamics of these roles are described as Telepreneurship.
Telepreneurship offers measures in terms of roles for the practical application and tradeoffs between strategizing and corporate entrepreneurship within the telecommunication sector. The theory display five major entrepreneurial orientation roles in which each role is defined and explained to measure the interaction between the roles that result in Telepreneurship.
The telecommunication industry is known to have short product life cycles and highly innovative organizations in relation to the nearing proximity of the customer. [1] This in turn demands state of the art technology knowledge and a higher degree of R&D initiatives initiated by technology experts. Furthermore senior management needs to engage strategic planning, positioning and manoeuvring of products and services. This is required to make quick and knowledgeable decisions, to further improve their competitive position and sustainability in the interrelated industry network (Telenetwork). By using the Telepreneurship role enactment qualities, organizations could better identify the corporate entrepreneurship activities in the telecommunication industry. This is describe as “Strategic bliss”.[2]
Environment edit
The environment plays a part in a favourable or unfavourable role to enhance or eliminate CE Corporate Entrepreneurship in the telecommunication organization. The telecom company´s placement in the network (telenetwork) and how these forces effect the organisation to practise a certain strategy.[2] [3] The organisations compete in a network of (competitors) and (suppliers) to realize their own products or services within an integrated dependence on each other. Where the organization is placed in this network and how the company strategically place themselves will influence the environmental dimension. This placement in the network will influence the degree of CE that should be practiced to survive or compete in the telecommunication industry. This also include the interest of the telepreneur (sometimes represented by the CEO or strategy team) to scan the environment on a consistent basis, to gather information regards the competitors position, technology advancements (Business Intelligence), economical, regulatory or customer placement within the telecommunication industry. Changes in technology represent changes in our knowledge therefore allow the organisation to adapt when the time requires change. The environmental role also includes relationships outside the organization. [4]
Champion edit
The role of the champion is described as the trades of a classical entrepreneur. In the corporate environment one refer to this role as a Champion which comes in different forms. This role requires the boldness to lead the entrepreneurial spirit in the organization. The Champion role is sustained and enhanced by regular short term victories. This role is not always welcomed by the traditional corporate climate and might be in conflict with traditional management styles and strategies. The classical EO (entrepreneurial orientation) dimensions; competitive aggressiveness and proactiveness trades as characteristics of the champion´s role.[5] We suggest that the Champion´s role might be realized by several people, management or an entire work culture to enhance Telepreneurship. It is important to mention that there is usually a person leading and driving the Champion´s role. This leadership role also provide a environment of focus where the organization follow the perspective of the champion, therefore trust the discretion of the group or individual which strategically allow for common and consisted set of competitive initiatives focused instead of conflicting interests. Champions exhibited higher risk taking and innovativeness, initiated more influence and use a greater variety of influential tactics. [6] The champion’s role is also well aligned of those of the entrepreneurial manager, encouraging opportunity seeking, and innovation, questioning of the status quo, the rapid transfer of knowledge and information while taking the necessary risks. [4]
Sponsor edit
This role represents the organizations sponsors. We ask the question who will invest in the entrepreneurial efforts? Additional to the financial perspectives the sponsor also fills a seniority and supervision role. This role can be explained as the authority to allow a certain degree of autonomy to practice entrepreneurial efforts but also containing the knowledge to realize when the risk is too big. The sponsor role also includes a degree of “prevention” to abandon a project or decelerate entrepreneurial effort when suited. At the same time while the sponsor practices prevention we should also explain the role of autonomy as entrepreneurial patience. [7] The sponsor´s supervision skill to allow for a project to continuous based on the realization of a future potential which is commonly found in technology markets like the telecommunication industry. An example of “entrepreneurial patience” could be explained where a product/service are currently in a stage called the “The Rising Star” (Technovation scale) where a new technology is created in an unrealized market in terms of technovation.[7] [2] In terms of the traditional EO we can refer to the Risk taking dimension to be able to take risk to a certain degree without knowing the outcome to a bigger extend.[5] Flexibility plays a tremendous role which emphasise both proactiveness but also a reactive skill set to handle and cope with uncertainties. The sponsor exercises the skill to make well informed decisions when the pressure is at its highest peak. The role of the sponsor is also well aligned of those of the entrepreneurial manager by setting vision, strategizing at all levels in the organization, tolerating uncertainty and ambiguity, allowing failure, accepting and embracing change and not controlling too strongly therefore allowing a entrepreneurial architecture. [4]
Pioneer edit
The role of the technological pioneer emphasizes the use, reinvention and practice of innovation through technology. From the original classical perspective in EO we refer to Innovativeness. We rather emphasize Innovativeness through technology in which defines the concept of Technovation [2]. An R&D team provides the technical skills necessary for playing the role of the pioneer. [8] The two forms of technovation in terms of the resource base perspective namely exploitation referring to reengineering of resources and exploration which is described as NPD (new product development) trough means of exploring the market and creation of new technologies.[2] The different types of technovation is further described as The Performer, the Rising Star, the Compound earner and The Refabrication.[2] The authors argue that the role of the technological pioneer is critical for the practice of CE in the telecommunication sector.[2]
Marketer edit
The marketer´s role is explained as the ability to realize the technology through technovation in a marketable attractive initiative to sell and market the services or products successfully.[2] The last two decades of the twentieth century witnessed a growth in the use of specialized marketing techniques in high-tech industries. [9] The marketer is a classical role found in the traditional entrepreneur and should also be considered to be incorporated in CE, especially in a highly technological industry like telecommunications. The ability to market new technology or reinvented solutions, products and services is a pertinent skill set. The marketing efforts of high-tech firms are as important as, if not more important than the reliance on state-of-the-art technology. This also includes the ability to explain and communicate the product or service in a specific rememberable way, to present it in an attractive desirable way and convince the consumer of their need or dependence of such a product or service. Although all of the fundamental principles of marketing apply to the high-tech industry, there are industry and product specific factors that affect the development and implementation of successful high-tech industry marketing strategies. These industry specific factors include: The short life of high-tech products, the interdependence of high-tech products, tech-support, maintenance pricing, strategic alliances and internationalization of new technology-based firms is all factors that the marketer needs to take account off. [9]
References edit
- ^ Chakrabarti, A. (2002). Role of universities in the Product Development Process: Strategic Considerations for the Telecommunication industry. New Jersey. Springer US, page 235-254.
- ^ a b c d e f g h Erasmus,I P.(2011).Telepreneurship: The art of strategizing in the telecommunication industry. Journal of Telecomunications, Volume 7, Issue 2.
- ^ Porter, M E. (2008). The Five Competitive Forces That Shape Strategy, Harvard business review, volume 86, issue 1, page 78.
- ^ a b c Burns, P. (2005). Corporate Entrepreneurship: Building an Entrepreneurial Organisation. Hamshire: Palgrave Macmillan.
- ^ a b Lumpkin, G T.(1996). Clarifying the Entrepreneurial Orientation Construct and linking it to performance. The Academy of Management Review, Vol. 21, No. 1 (Jan., 1996), pp. 135-172.
- ^ Howell, J M.(1990). Champions of Technological Innovation. Administrative Science Quarterly, Vol. 35.
- ^ a b Morris, M. H. (1998). Entrepreneurial intensity: sustainable advantages for individuals, Organizations and Societies. Westport: Greenwood Publishing Group, Inc.
- ^ Barczak, G. (1995). New Product Strategy, Structure, Process, and Performance in the Telecommunication Industry. Journal of Product Innovation Management, volume 12 Issue 3, Pages 224 - 234.
- ^ a b Davies, W., & Brush, K. E. (1997) High-tech industry marketing: The elements of a sophisticated global strategy. Industrial Marketing Management,26(1), 1– 14
External links edit
- Erasmus,I P.(2011). Telepreneurship: The art of strategizing in the telecommunication industry. Journal of Telecomunications, Volume 7, Issue 2
- Erasmus,I P.(2010). Telepreneurship, Jönköping/IHH University : Strategic bliss