Assignment格式：Developing Corporate Entrepreneurship

Assignment格式-发展公司的企业家精神。本文是一篇留学生assignment写作格式范例，主要内容是讲述如今的经济正经历着快速的起伏：竞争力的提高和快速变化的技术给那些希望保持市场领先地位的公司带来了压力。这不会减缓，因此需要成功的工具。与此同时，我们正在远离Morris和Kuratko的信念，即“企业家是天生的，不是后天的”。这就是为什么需要、相信、希望和计划必须紧随其后。正如孔子所说：“当目标显然无法实现时，不要调整目标，调整行动步骤”。现在是采取行动的时候了，现在适合不同企业的一种形式是企业家精神。下面就一起来看一下这篇留学生assignment格式的具体内容。

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，企业家精神是“个人或个人团体与现有组织联合创建新组织或在该组织内发起更新或创新的过程”。现在有很多关于CE的定义，但所有这些都不能改变这样一个事实，即CE是当今经济中差异化和竞争优势的工具。为了克服这一现象，组织必须制定战略，如何在日常实践中贯彻企业家精神。通过这种方式，企业家精神——自发或由公司自身诱导——将不会罕见和意外，相反，将成为克服内部问题和外部压力的工具。
Corporate Entrepreneurship and Human Resource Management 企业家精神与人力资源管理
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.
进行了大量研究，以发现CE积极影响公司绩效的不可避免的事实：它创造了竞争优势，有助于差异化，适应新的或快速变化的市场，并应对外部和内部挑战。由于CE被视为一种多方面的工具，组织中CE的强度可以通过Saly的荟萃分析中确定的五个不同维度来描述：创新性、风险倾向、积极性、企业风险和自我更新。在创建组织结构和内部文化时，这些维度应该是衡量公司未来成功的尺度。应对全球化和快速变化，公司必须承担风险，积极主动，努力创新。培养这些特质、适应环境（自我更新）和创造有价值的东西以产生回报——是当今经济中CE的关键成功因素。
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.
当然，没有人力资本就无法培养CE。为了成为一个创新、创业的组织，HC需要提供的知识、技能和经验。这就是为什么HC应该是每个组织最重要和最有价值的资产之一。投资HC应该是建立和鼓励整个公司创业方向的第一步。       
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.
根据员工-组织关系（EOR）文献，员工影响最大的是组织的领导者。他们的人力资源管理（HRM）实践可以为有效提高CE做出有价值的贡献。不同的人力资源管理技术可以为一个组织创造一种合适的内部文化，使其具有创新性、灵活性和企业家精神。每一种人力资源管理实践都可以针对不同的员工特点，并以此方式设计员工与组织的关系，以实现集体创业合作。因此，通过人力资源管理实践加强EOR可以成为在任何组织内部营造集体创业氛围的有效工具。
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: „Progress is impossible without change, and those who cannot change their minds cannot change anything”.
如今，随着组织成为活生生的实体，潜入组织学习的潮流，人们不再担心组织学习会发展出一种策略并停滞不前。这就是为什么人力资源管理实践也会在公司的生命周期中演变。引入新项目，更新具有当时所需的不同KSAO（知识、技能、能力和其他特征）的员工，分配发展和内部学习所需的资源——所有这些组织支持现在都是必要的，而不是奢侈的。因此，了解到如果没有学习态度和根据情况改变的意愿，任何人力资源管理实践都无法影响公司的企业创业水平，这一点至关重要。遵循萧伯纳的理念：“没有改变，进步是不可能的，那些不能改变想法的人也不能改变任何事情”。
HRM practices fostering CE inside the company 人力资源管理实践在公司内部培养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:
人力资源管理实践应该是CE的重要驱动因素，因为它涉及由协作、创造力和个人承诺驱动的组织学习。要培养公司的首席执行官，首要任务是建立内部文化和环境（研究表明，一开始就必须有可用的资源、管理支持和可靠的组织结构，公司才能开始创业活动）。根据对CE和HRM实践主题进行的不同研究，如何为内部创业建立合适的内部环境似乎基于以下组织安排/管理工具：
Staff selection – the objective of staff selection is to form an appropriate resource base of HC to foster entrepreneurial activity.
 员工选择–员工选择的目标是形成HC的适当资源基础，以促进创业活动。
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最重要的推动者之一，选择性招聘可以成为影响CE水平的工具。选择标准应符合组织的文化，符合CE维度，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.
在挑选员工的过程中，思考公司运营行业所需的技能、员工如何合作并建立人才信任是有益的。强调团队精神非常重要，因为集体创业的重要性越来越大。新成员应该有新的想法，并通过自己领域的不同和专家来补充工作人员。新的管理人员应该有相关的KSAO，富有创造力，努力行动并给予支持。最后，在这个过程中，也应该看到自己职业发展的可能性，因为这将成为激励工具，并为公司营造更好的环境。
Management support – the positive attitude as well as encouragement of the higher hierarchy levels of the company for generating and developing new business ideas.
管理层的支持——积极的态度以及鼓励公司高层产生和发展新的商业理念。       
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，因为它表明管理者愿意促进、促进和制度化组织系统和流程中的创业精神和活动（Hornsby等人，2002年），这将鼓励内部创业者参与创新项目。如果组织提供支持和一些自主权，那么它可以依靠员工的承诺。仍然协调资源的使用，帮助实现单独的建议或努力，最终将提高整体效率。
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.
在创意的产生、发展，特别是创意的实施（执行）阶段，需要管理层支持企业内部流程中的问题解决和冲突解决。这将对公司的创业行为产生积极影响，并增强潜在内部创业者对其公司的信任感，即发现机会和意愿，开发新颖或有用的想法和/或项目，并承担风险实施这些想法和项目。内部支持环境、对内部创业者承担风险的容忍度以及高质量的HC将有助于创新绩效。
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方法可以作为管理支持重要性的例证。这家公司了解并经验丰富，有能力和积极性的员工可以将公司变成一个盈利、创新和成功的组织。这就是为什么管理层试图创造一种支持个人创业的环境：“一种激励普通人创造非凡业绩的氛围”。       
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.
 分配空闲时间——提供足够的时间来开发新产品，而无需承担日常工作量。提供自由时间不可避免地鼓励员工冒险将他们的新想法付诸实践。当有时间让管理层相信你的项目成功时，员工不会那么分散他们的主要职责，通常会对公司表现出更多的承诺。但这就需要额外的控制，即分配的空闲时间将用于双方都受益的目的。结果表明，在任何重大变革之前，都需要人力资源管理实践，以促进相互理解，加强员工与组织之间的联系，并确保他们的价值观和愿景走在同一条道路上。
Organizational structure – should be convenient concerning decentralization level or decision-making autonomy.        
组织结构——应便于权力下放或决策自主。
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.
员工应有机会轻松表达和建议自己的想法。每个公司的适当权力下放水平不同，但这是一种工具，可以使其变得更灵活、更具创新性和更积极——符合CE的维度。如果组织为实际执行工作的员工提供自主权，这将激发他们以公司最佳方式行事的承诺。在自主性和纪律性之间建立一种平衡的关系，创造了一个员工可以采取行动、承担加权风险和创新以实现公司成功成果的环境。变得僵化的公司确实放慢了所有创新流程，也无法实施所有可能的改进。
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.
在考虑新的企业和项目时，为了提高公司的竞争优势和盈利能力，重要的是它们在环境和组织结构方面适合组织。有可能培养一体化或独立的CE。为了更好地理解这些实践的重要性，可以以一些公司为例。
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.
分析宝丽来公司的案例，可以看出官僚主义、偏见和裁员的影响是培育内部创业的一大障碍。该公司规模庞大，停滞不前，成为市场的追随者。这家公司的企业家在介绍她的项目时遇到了困难，因为很难引起管理者的注意，而不是灵活的组织文化。内部文化对女性也不友好，对公司运营领域内的项目也没有表现出足够的兴趣。在这种情况下，当一个组织变得僵化，不能满足市场需求时，主要是因为编译过程缓慢——必须培养和实施CE。第一步应该是一个以创业为导向的结构，它不将决策权分配给更高级别的雇主，而是考虑到最了解正在进行的项目的员工。
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.
就朗讯（一家电信设备制造商）而言，他们的新风险集团形成了一个独立的组织实体。该实体作为研究新机会、产品和业务的基础。独立有其优势，因为这样，形成的CE设备不会受到母公司的官僚规则的影响，仍然可以使用所需的支持，创造自己的内部环境和文化，从而更容易培养CE。这就是为什么，在形成新的创业项目时，每家公司都必须评估其在组织中的适合性。
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，小项目在公司内部更有用：所有员工都可以使用它们，激励他们也在项目上工作，但同时也不要太偏离公司的主流。这种方法的一个例子是俄亥俄贝尔公司。“ENTER-PRIZE”（通过员工创新实现卓越）计划旨在支持和奖励那些有想法如何降低运营成本或创造收入的员工。该计划是俄亥俄贝尔公司实施的文化变革。该项目在公司内部得到培育，并与所有员工建立了联系，在公司内部具有最佳地位，符合主流运营和理念。培养创新思想，这一计划也是奖励对CE增长的力量的一个很好的例子。
Incentives and rewards – availability of a performance based reward system encouraging innovativeness is a way to foster entrepreneurship among employees.
激励和奖励——基于绩效的奖励制度鼓励创新是培养员工创业精神的一种方式。
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.
如果管理层试图说服员工像内部创业者一样行事，那么它也必须愿意以企业家的身份向他们支付报酬。对奖励制度的信任会增强员工的承诺、承担风险的意愿，并揭示可能对双方都有利的项目。基于创新项目成就的奖励制度可能会导致最聪明和最有野心的参与者避免结果不确定的创新项目。       
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.
建立一个奖励制度表明了对员工的积极态度，并能显著提高他们为组织带来利益的动机。重要的是要将奖励做法视为一件长期的事情，提供资源，而不是在创业项目首次失败后直接惩罚员工。
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.
失败或错误容忍度——在创造性工作或风险项目实施的情况下。             
这种宽容和管理支持是为CE创造积极环境的有力工具。保守的管理态度会阻碍创新的意愿，并导致员工缺乏信心。为了克服可能的挫折，组织应支持HC，即使在失败期间，也应继续投资于具有高潜力的项目。将失败视为成功的必然步骤，将有助于保持对进一步创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.
当然，为了不失去控制并承担“健康”风险，公司应该建立一个组织机制，以决定哪些创新项目可能会产生成果，哪些项目应该在没有试错的情况下被搁置。例如，一家知名的3M公司在定义、选择和资助项目方面采用了更严格的方法。该过程没有像以前那样运行100个项目，而是转移到12个项目，其中10个项目有望成功。通过这种方式，公司更具导向性，快速反应，并可以通过权宜之计的CE创造真正的竞争优势。
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.
培训和发展——通过培训和发展可以获得适当的能力——提高CE的最有力结果。培训可以克服降低员工工作绩效和满意度的因素。员工发展被视为通过教育、职业管理和工作结构在所有层级提高员工资质和绩效的活动。所有这些做法都可以促进创业行为，改善公司的环境。培训计划应以培养有用的CE技能为导向，培养公司内部的CE技能：接受变革、愿意承担风险、承担责任以及团队合作和共享成果的价值。应促进加强人际交往技能的培训活动。此外，支持创造力的培训将加强创新能力，并可能加强自我更新和新业务发展。最后，关于如何将新思想转化为业务的培训将提高风险倾向和主动性。
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.
对于有效的培训，计划应符合公司的战略和工作流程。为了充分发挥其对CE的影响，专家知识、社会能力、创造力和系统专业知识尤其重要。 
专家任务–专家可以更早地预测和估计具体问题，从而更快地确定修改需求。
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通常被视为一个集体过程，而不是强调个人，企业必须鼓励专家之间的合作，以增加成功的创新过程。之所以强调这一点，是因为随着环境对组织行为的影响，员工与雇主或组织内部经理之间的关系也会发生变化。为了提高竞争力和创新能力，企业必须采用新的战略以及不同的员工组织关系（EOR）模式。这一点的重要性正在显著增加，因为企业创业不仅涉及产品创新、风险承担或对环境力量的积极响应，还涉及由合作和承诺驱动的组织学习。在这里，专家的合作可以被视为员工、经理及其共同培养企业创业能力的潜力之间的联系。
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.
正如西门子Nixdorf信息系统公司（SNI）所观察到的那样，该公司通过一项名为“变革代理计划”的计划，集中的员工选拔、员工培训和发展是培养企业创业精神的工具，有助于克服公司可能经历的衰退。
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.
变革代理计划旨在以更灵活、更具企业家精神的态度来取代西门子Nixdorf僵化的企业层级，从而更能响应市场需求。该公司在竞争激烈的欧洲市场运营，管理不善，咨询过多。由于SNI的员工在20世纪90年代初经历了公司的重组和四年的亏损，内部文化与一家可以称之为创新和领先思维的公司（如美国IT行业的员工）相去甚远。不过，该计划侧重于员工，强调了公司员工的重要性，并扩大了他们的机会。
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.
为期13周的计划的目标是沿着三个维度：客户、竞争力和文化，建立对商业基础和商业变革的理解。它结合了演讲、讨论、研讨会、案例研究、最佳实践现场访问、实习和教练研究。一个重要的目标是为参与者提供有关他们项目的新观点，并在他们返回公司后为他们提供实施这些项目的诀窍。这些计划旨在让赞助商（每个成员有两个）提供领导、指导和支持，以帮助他们实现项目目标。这也是一个例子，专家的帮助是促进企业创业和提高员工投入的工具。它还旨在帮助找到创新的方法来处理和实施他们的项目。
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.
该计划的每个参与者都有一个来自该领域的项目，该项目总结了公司面临的最重要挑战——这些挑战是该计划培养出来的，并在员工返回SNI后实施。尽管21位变革代理人取得了不同程度的成功，但很明显，他们在推动SNI在1994-1995财年实现盈利方面发挥了作用（这是公司历史上第一次）。这反映在SNI执行委员会决定每年延长该计划。
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.
此类培训和发展计划促进了公司内部的集体和个人创业。这个例子表明，这些工具符合整个公司的目标和战略是多么重要。通过解决正确的问题，培训正确的人员（在SNI，他们被彻底选中），该培训计划帮助公司加强了公司内部的沟通，改善了其国际运营、灵活性，并确定了新的可能方向。员工们感受到了公司文化中更多的创业精神，能够调动他们对变革和振兴的热情，感受到更多的责任感，并支持为他们的项目开辟了道路。
Conclusions 结论
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.
要想在当今全球经济中实现可见、活跃的目标，老牌公司就必须变得越来越具有企业家精神，以应对不确定性和环境活力。随着CE的重要性越来越大，越来越多的学者有兴趣定义有助于在公司内部创建和受益于CE的特定工具。             
不同的研究提供了人力资源管理实践与CE之间的积极关系。由于了解合格HC的重要性，因此管理实践成为组织持续竞争优势的来源。与CE相关的人力资源实践是独一无二的，竞争对手无法模仿。然而，人力资源实践的支持必须符合特定的组织文化，并符合员工的需求。
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.
考虑到所有OS因素的综合影响，管理支持和风险承受能力仍然对创新性产生了显著影响。这就是为什么公司应该投资建立这样一个组织环境，首先，支持和容忍在很大程度上存在。另一方面，组织应该花更多的时间来招聘和培训管理人员，以支持他们，并秉持失败是成功的敲门砖的理念。
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.
由此可见，人力资源管理实践在培养和保持高水平的CE方面发挥着重要作用。拥有一个有利于CE的环境，公司应注重员工选拔、员工发展和培训以及员工奖励等人力资源管理实践，以使员工激励与企业发展相一致。这些实践与创新成果和积极的CE结果的相关性最高。
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.
从assignment上述讨论的现实生活中的例子中可以看出，对于不同的组织来说，企业家精神是一个复杂的现象。但结论是，在当今密集的经济中，企业家精神是一个成功因素，这一点保持不变。为了培养公司内部的创业文化，重要的是保持对所有可能来源的关注，并调整人力资源管理实践以使其受益。本站提供各国各专业assignment代写或指导服务，如有需要可咨询本平台。