A MODEL OF STRATEGIC ENTREPRENEURSHIP · 2019. 12. 5. · 5! A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions ! Dr. Ir. Manerep Pasaribu z D i g i t a l t S

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A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions !

Dr. Ir. Manerep Pasaribu

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Program Studi Magister Manajemen! Program Studi Magister Manajemen

Dapat di-download dan kunjungi www.emperism.com dan di SceLE UI

Manerep

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A MODEL OF STRATEGIC ENTREPRENEURSHIP: "The Construct and its Dimensions !

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•! Entrepreneurship is the dynamic process of creating wealth.

•! Entrepreneurship is not only being entrepreneur. Its also builds a mentality of entrepreneur (Entrepreneurial Mindset).

Entrepreneur/Entrepreneurship

entrepreneur. Its also builds a

Peter F. Drucker, 1985

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Entrepreneurship and strategic management are concerned with growth and wealth creation (Amit & Zott, 2001; Hitt & Ireland, 2000; Hitt, Ireland, Camp & Sexton, 2001, 2002; Ireland, Hitt, Camp & Sexton, 2001; Morris, 1998; Priem & Butler, 2001b). Indeed growth and wealth creation are entrepreneurship s defining objectives (Certo, Covin, Daily & Dalton, 2001; Ireland, Kuratko & Covin, 2003).

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•! Strategic entrepreneurship (SE) involves simul-taneous opportunity-seeking and advantage-seeking behaviors and results in superior firm performance.

•! On a relative basis, small, entrepreneurial ventures are effective in identifying opportunities but are less successful in developing competitive ad-vantages needed t o a p p r o p r i a t e v a l u e f r o m t h o s e opportunities.

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Entrepreneurial Culture Organizational culture is a system of shared values (i.e., what is important) and beliefs (i.e.,howthingswork) that’s hape the firm s structural arrangement sand its members actions to produce behavioral norms (i.e., the way work is completed in the organization) (Dess & Picken, 1999). More formally, culture has been defined by six properties: (1) shared basic assumptions that are (2) invented, discovered, or developed by a given group as it (3) learns to cope with its problem of external adaptation and internal integration in ways that (4) have worked well enough to be considered valid, and, therefore, (5) can be taught to new members of the group as the (6) correct way to perceive, think, and feel in relation to those problems (Schein, 1985, as adapted by Weick & Sutcliffe, 2001: 121).

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Entrepreneurial Leadership

Effective leadership is linked to the success of all sizes and types of firms (Daily et al., 2002). A specific type of leadership, entrepreneurial leadership is the ability to influence others to manage resources strategically in order to emphasize both opportunity-seeking and advantage-seeking behaviors (Covin & Slevin, 2002; Ireland & Hitt, 1999; Rowe, 2001).

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TEORI PERTUMBUHAN (Growth Theory) Entrepreneurship Economic & Growth Development (Schumpeter, 1951; Ronstadt, 1984)

Sumber: Tempo, 3-9 Oktober 2016 (diolah) 0 2 4 6 8 10 12 14

Indonesia

Malaysia

Singapura

Jepang

USA

!!% dari populasi

A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions

Entrepreneurship Economic & Growth Development

A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions


Idealnya sebuah

negara maju mempunyai

Entrepreneur > 2%

11,5%

11%

7,2%

3%

1,65%

""!!''((""


Sumber: Tempo, 3-9 Oktober 2016 (diolah)"

Sumber: Tempo, 3-9 Oktober 2016 (diolah)"'

Sumber: Tempo, 3-9 Oktober 2016 (diolah)'(

Sumber: Tempo, 3-9 Oktober 2016 (diolah)("

Sumber: Tempo, 3-9 Oktober 2016 (diolah)"

14

Entrepreneurship Economic & Growth Development Entrepreneurship Economic & Growth Development


Entrepreneur

%

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Joseph Schumpeter, the Moravian-born economist writing in Vienna, gave us the modern definition of an Entrepreneur:

Entrepreneur

Destroys the existing

economic order.

Introducing new products and

services.

Introducing new methods of production.

Creating new forms

of organization.

Exploiting new raw materials.

Or combining the existing to the new

one.

The Impact Increasing the

standard of living.

England before 1760 = Imperial Rome 2,000

years earlier.

After 1870 (Industrial revolution) to 1979, the standard living

jumped sevenfold on average (16 nations).

The Power of Entrepreneurship

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“Innovation is the Specific

Tool of Entrepreneur”

(Peter F. Drucker, 1985)

“Innovation is

“There is no Innovation

without Knowledge” (Nonaka & Takeuchi, 1995)

Entrepreneur”(Peter F. Drucker, 1985)

“There is no Innovation

without Leadership”

(De Meyer & Sam Gard, 2005) 3 Mazhab:

“There is no “There is no “There is no

“Innovation is


“There is no


“There is no


“There is no

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3 Mazhab + 1P:

“Paranoia is a key trait in entrepreneurial Success”

- Andrew S. Grove - Histrich R.D et. Al, 2013 "

Hal. 361 Histrich R.D et. Al, 2013Histrich R.D et. Al, 2013Histrich R.D et. Al, 2013Histrich R.D et. Al, 2013Histrich R.D et. Al, 2013

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“Knowledge-Innovation-Entrepreneurship”

Knowledge

Innovation

Competitive Advantage, Wealth Creation, Change

Entrepreneurship

Entrepreneurial Mindset

Entrepreneurial Culture


Resources

Sumber: The Knowledge-Creating Company (Nonaka & Takeuchi, 1995), dimodifikasi Manerep Pasaribu

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igital Sat eg i e s t

Strategic Entrepreneurship

Knowledge, Innovation, & Entrepreneurship # “There is no Innovation without Knowledge” # “Innovation is the Specific Tool of Entrepreneur” # “There is no Innovation without Leadership”

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PELUANG (Opportunity)

ENTREPRENEUR MELIHAT DAN MENCARI PELUANG UNTUK MEMPERTAHANKAN DAYA SAING

ENTREPRENEUR

1

1

1

1

Implementasi

2

" Hal. 287

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The entrepreneur always searches for change, responds to it, and exploits it as an opportunity

(Peter F. Drucker)

”Inovasi merupakan instrumen

kewirausahaan”. (Peter F. Drucker 1985, 1993)

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Megatrends and Trends are Opportunities for an Entrepreneur.

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BIG DATA & ENTREPRENEURSHIP

Knowledge

Innovation

Competitive Advantage, Wealth Creation, Change

Entrepreneurship


Entrepreneurial Culture


Resources

Sumber: The Knowledge-Creating Company (Nonaka & Takeuchi, 1995), dimodifikasi Manerep Pasaribu

Big Data Information

Knowledge

Wisdom

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""!!''((""

TEORI PERTUMBUHAN (Growth Theory) Entrepreneurship Economic Growth Development (Schumpeter, 1951; Ronstadt, 1984)

0 2 4 6 8 10 12 14

Indonesia

Malaysia

Singapura

Jepang

USA 11,5%

11%

7,2%

3%

1,65% !!% dari populasi


Entrepreneurship Economic Growth Development

A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions

Entrepreneurship Economic Growth Development

Idealnya sebuah


Entrepreneur > 2%

Sumber: Tempo, 3-9 Oktober 2016 (diolah)

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Small Business Management, 11th edition Longenecker, Moore, and Petty @ 2000 South-Western College Publishing, diolah

Pendiri (Founder)

•! Bill Gate (Microsoft), Donald Trump (Trump Entertainment Resorts), Warren Buffet (Berkshire Hathaway), Prof. Dr. T.D. Pardede (Pardede Grup), D.L. Sitorus (PT Torganda), H.W. Hutahaean (PT Hutahaean), Chairul Tanjung (CTCorp), Nurdin Tampubolon (NTCorp), Jonner Napitupulu (Lyduma Group), Benny Siagian (Petronesia Benimel), Charles Simorangkir (Dietzel Indonesia), Edison Lo (Proteknik Mega Persada),Mahendra T.Sitepu(Inkubator Start-up)

Pemimpin Perusahaan (CEO)

•! Jack Welch (GE), Tanri Abeng (Bir Bintang), Dahlan Iskan (PLN), Helman Sembiring (JCIT, Samudera Indonesia), Hasrul Hasan, N.A. Setiawan (Inalum), Dimpos Tampubolon (PT BUM), Eddie Widiono, Fahmi Mochtar (Eks Dirut PLN), Handry Satriago (CEO GE Indonesia), Dwi Soetjipto (Dirut Pertamina), Bambang Eka Cahyana (PT Pelindo I), Jamsaton Nababan (PT Pertamina).

Waralaba (Franchise)

•! Circle K, KFC, Texas Fried Chicken, Mc Donald, A & W, Pizza Hut, Spinelli Cofee, Restoran Wendys Store Lawson, The Coffee Bean, Produk Kesehatan GNC 7-Eleven, Hanamasa (RM Jepang), Pendidikan KIDZART, Pendidikan ELC, Ajisen Ramen, Rumah Makan Sederhana, dll

(Founder) Perusahaan (Franchise)

Tiga Tipe dari Wirausaha (Entrepreneur)

" Hal. 268

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Case: Nurdin Tampubolon (NT Corp)

" Hal. 361

!!$$%%&&"""

“Only the paranoid survive!” “ Paranoia is a key trait in entrepreneurial Success.”

- Andrew S. Grove (Chairman of Board of Intel Corporation

Entrepreneur/Entrepreneurship yang “Tak Pernah Tidur”

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" Hal. 365

THE SIGMOID CURVE OF NT CORP

Business Progres """

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(("""

#!!!!$$$$

%%%&""!!''(

Time

New Business •!Hilirisasi CPO •! Entertaintment •!Dan lain-lain

Maturity

Start-up

Growth

Decline

X

Y

Palm Oil/CPO (Core Business) Palm Oil/CPO (Core Business) (Core Business)

NTV/Media Televisi Palm Oil/CPO

NTV/Media Televisi

Energy (Listrik)

Maturity

Energy (Listrik) (Listrik)

Curve-1 Curve-Curve-1

Curve-2 Curve-Curve-2

Curve-3 Curve-3

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A Model of Strategic Entrepreneurship


Entrepreneurial Culture and


Managing Resources

Strategically

Applying Vreativity

and Developing Innovation

Competitive Advantage

Wealth

Entrepreneurial

Applying Vreativity

Developing Innovation

Competitive Advantage

Managing

Strategically

" Hal. 282

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(((

“Innovation” as process which can

be organized an managed, whether in a start-up venture or in renewing a 100 –year-old business.

managed, whether in

“Entrepreneurship” as the motive power to drive this process through the efforts

of passionate individuals, engaged teams and focused

networking.

to drive this process

“Creating value” as the purpose for

innovatives, whether expressed in

financial terms, employment or

growth, sustainability, or improvement of social welfare.

Three Core Concepts

managed, whether in

“Creating as the

22

" Hal. 279

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Sumber: The Knowledge-Creating Company (Nonaka & Takeuchi, 1995)

The New Focus on “Knowledge” as a Competitive Resources

COMPETITIVE ADVANTAGE (CHANGE)

INNOVATION

KNOWLEDGE

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Entrepreneur Opportunity

Resources

Fits & Gaps Business Plan/Business Model

Opportunity

Resources

Business Plan/Business Model

Entrepreneur

Resources

Business Plan/Business Model

Opportunity Entrepreneur Entrepreneur

Resources

Three Driving Forces (Based on Jeffry Timmons’ Framework)

Uncertainty Uncertainty

Uncertainty

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Pendekatan Strategic Entrepreneurship (Ireland et al. 2003)

•! Entrepreneurial Mindset, Culture, and Leadership

•! Managing Resources Strategically •! Applying Creativity and Developing

Innovation •! Competitive Advantage •! Wealth Creation

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•! We argue that SE is a unique, distinctive construct through which firms are able to create wealth.

•! An entrepreneurial mindset, an entrepreneurial culture and entrepreneurial leadership, the strategic management of resources and applying creativity to develop innovations are important dimensions of SE.

•! Herein we develop a model of SE that explains how these dimensions are integrated to create wealth. © 2003 Elsevier Inc. All rights reserved.

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R.D. Ireland et al. / Journal of Management 2003 29(6) 963–989 967

Figure 1: A model of strategic entrepreneurship.

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The Resulting Model

Recognise opportunity

Find Resources

Develop Venture

Create Value opportunity

Entrepreneurial Goals & Context

Strategic Vision and Direction

Learning

Innovative Organization

Inno

vativ

e O

rgan

izat

ion

Bessant & Tidd 2011

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Entrepreneurial Opportunities Those situations in which new good, services, raw materials, and organizing methods can be introduced and sold at greater than their cost of production

Entrepreneurial Action Action through the creation of new products/ processes and/ or the entry into new markets, which may occur through a newly created organization or within an established organization

Hisrich et.al 2010

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The entrepreneur always searches for change, responds to it, and exploits it as an opportunity

Peter F. Drucker

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Three core concepts •! Innovation as process which can be organized an

managed, whether in a start-up venture or in renewing a 100 –year-old business.

•! Entrepreneurship as the motive power to drive this process through the efforts of passionate individuals, engaged teams and focused networking.

•! Creating value as the purpose for innovatives, whether expressed in financial terms, employment or growth, sustainability, or improvement of social welfare.

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Knowledge, Innovation, & Entrepreneurship!Dr. Ir. Manerep Pasaribu!

TENTANG PENULIS

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TERIMA KASIH

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A MODEL OF STRATEGIC ENTREPRENEURSHIP · 2019. 12. 5. · 5! A MODEL OF STRATEGIC ENTREPRENEURSHIP: The Construct and its Dimensions ! Dr. Ir. Manerep Pasaribu z D i g i t a l t S