ce midterm paper

7/21/2019 CE Midterm Paper

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De La Salle University Manila

Graduate School of Business

My Company

In Partial Fulfillment of the

Requirements for the Subject

BUS846M CORPORATE ENTREPRENEURSHIP

AY 2014-2015, Term 3

Prepared by:

Minnie Tan

Submitted to:

Prof. Jose Morales

March 12, 2014

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I. Introduction

A. Company Background

This company is a California corporation was founded in 1979. By 2009, operations of the

Shared Services Center in Philippines started. Its a top 100 company on the 2014 Fortune

500 corporation, which is the largest global wholesale technology distributor and a global leader

in IT supply-chain management, mobile device lifecycle services and logistics solutions. Main

businesses comprise of IT distribution, cloud, mobility, supply chain and technology solutions.

IT Distribution1- It buys and sells technology products and services to resellers who, in turn,

typically sell directly to end-users or other resellers. The distribution services are customized to

meet the needs of resellers serving a wide range of end-users, including consumers, small to

medium-sized businesses (SMBs), public sector entities and large enterprises. Programs and

services designed are offered to support value-added resellers (VARs) that serve as technology

sources for these markets.

Mobility2 - The end-to-end mobile device lifecycle capabilities use expertise to solve the

challenges of many of the worlds leading mobile technology manufacturers, network operators,

retailers and value-added resellers. The distribution services are focused on portfolio

management, credit management, channel development and marketing with personalized

attention to account management. Products offered include smartphones, tablets, machine-to-

machine, companion products and accessories. Supply-chain solutions offered include forward

and reverse logistics, SIM kitting, customization services (device configuration,

software/application loading, customized packaging and flashing), eBusiness (e-commerce

1(2013 IM, 2014)

2(2013 IM, 2014)



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platform, IT integration and hosted web stores on demand), airtime activation, managed financial

services, advanced planning and trade-in programs.

Supply-Chain Services3 - It offers fee-based supply-chain services, encompassing the end-to-

end functions of the supply-chain to vendors choosing to sell direct. Likewise, it provides

services to retailers and Internet resellers seeking fulfillment services, inventory management,

reverse logistics and other supply-chain services.

Cloud

4

It has aggregated approximately 200 cloud solutions from more than 70 vendors on a

global basis. These solutions span virtually every solution category by providing access to

resellers in certain geographic markets the catalog of cloud solutions and tailor cloud offerings to

fit the business needs of their end-user customers. It has provided tools and support to assist

resellers in giving cloud services to their customers.

B. Profits and Products

During 2013, it earned $42.6B revenues. There was a consistent increased from previous years of

$36.3B in 2011 and $37.8B in 2012. It distribute and market technology products worldwide

from the industrys computer hardware suppliers, mobility hardware suppliers, networking

equipment suppliers, software publishers, and other suppliers of computer peripherals, consumer

electronics (CE), automatic identification and data capture (AIDC) / point of sale (POS)

and physical security products.5Product assortments vary from country to country depending on

the market, and the suppliers relative contribution. It is focused on building its presence in those

product categories and solutions that will benefit from key growth trends, such as mobile devices

and the need for enterprise computing solutions to handle the growing data center market. It also

3(2013 IM, 2014)

4(2013 IM, 2014)



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has expanded capabilities to enable resellers to get opportunities in areas such as the data center

market, enterprise computing, storage solutions, virtualization, enterprise software, unified

communications, networking and security.6

C. Current Strategy

Diversification strategy continues to provide its new growth opportunities while reducing

dependence on the current set of partners and markets. Acquisition and investment strategies in

companies around the world are means of the company to further achieve strategic objectives

and support key business initiatives.7 It acquired BrightPoint, a global leader in mobile device

lifecycle services; Aptec, a Dubai-based value-added distributor in the Middle East and Africa,with products and solutions covering data center, storage, security, networking and software

categories, including technical services; Promark, a value-added distributor in the U.S. with a

core technology focus on data storage, data management and electronic document imaging

products and services; Shipwire, a leading provider of e-commerce fulfillment services for

SMBs, CloudBlue, a global leader in enterprise information technology asset disposition (ITAD),

onsite data destruction and e-waste recycling services and SoftCom, a leading cloud

marketplace and global service provider offering domain name management, web hosting and

cloud infrastructure.

8

II. Kuratko Framework

Kuratko framework has five specific dimensions of an internal environment conducive to

corporate entrepreneurial behavior: (1) top management support, (2) work discretion/autonomy,

(3) rewards/reinforcement, (4) time availability, and (5) organizational boundaries. 9

A. Management Support

Management support pertains to the willingness of top-level managers to facilitate and promote

entrepreneurial behavior including the championing of innovative ideas and providing the

resources people require to behave entrepreneurially.10

6(Kuratko, Hornsby, & Covin, 2014)

7(2013 IM, 2014)

8(2013 IM, 2014)




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Scale rating received from the survey about management support is 3.68.

A well-managed organization must produce the results for which it exists. It must be

administered, that is, its decisions must be made in the right sequence and with the right timing

and right intensity. In the long run, a well-managed organization must adapt to its external

environment. The entrepreneurial role focuses on the adaptive changes, which requires creativity

and risk taking. And to ensure that the organization can have a life span longer than that of any

of its key managers, the fourth role integration is necessary to build a team effort.11

It is

adaptive to changes as part of its strategy is merger and acquisitions and it incorporates within

the policies, programs and values to support team effort behavior.

It utilized processes to improve work methods quickly with top management support. An

example is when Team Foundation Server (TFS) source version control was in placed and

implemented globally early this year for its application. This need became evident when a

number of developers around the globe need to access the source code simultaneously, because

Manila Information System (IS) department was opened early last year. Knowledge transfer and

sharing are encouraged through trainings. Peers are willing to share information, applications and

methods to help improve speed of work. Associates are motivated to have an open

communication and share ideas with each other and to management. This demonstrated that

management is receptive and open for the development of new and /or innovative ideas that in

turn creates an internal environment which is highly conducive for entrepreneurial behavior.

More autonomy is given to associates who are subject matter experts; because they are allowed

to make decisions without going through elaborate justifications. My knowledge is limited with

regards to the support of financing a project of innovative ideas from ground zero, and the


11(Burns, 2013)



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reaction of management on the event that the project failed. But, of course, de-risking for any

tasks or project undertaking is a must, so estimations, efforts and resources involved whether

finances and people are necessary at the start or even before it starts. So far, from my experience

working with the company, management support is evident since communication line is open

and management is willing to listen to the people. Open door policy is implemented in the

organization.

B. Work Discretion/Autonomy

Work discretion is top-level managers commitment to tolerate failure, to provide decision-

making latitude and freedom from excessive oversight, and to delegate authority and

responsibility to middle- and lower-level managers.12

Scale rating received from the survey about work discretion / autonomy is 3.4.

Autonomy at work is available when associates can independently make decisions with minimal

decision making support from someone else. Creativity is inspired to use own judgment on how

to do the work through making use of our abilities. As developers, we have the freedom to

automate our work by creating processes such as scripts to speed up work. Mistakes made on the

job are not harshly criticized and punished. Instead improvement process and coaching are part

of the system to support developments though certain conditions should be met in order to get

out of that process. Of course, each one is responsible to get the job done.

C. Rewards/Reinforcement

Rewards/reinforcement is developing and using systems that reinforce entrepreneurial behavior,

highlight significant achievements, and encourage pursuit of challenging work.13

Scale rating received from the survey about rewards / reinforcement is 3.83.





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Associates are recognized for exceptional performance and those who embodied the corporate

culture of teamwork, respect, accountability, integrity, innovation, learning and social

responsibility.14

Through formal department recognition and rewards associates are recognized

for attaining quantifiable results related to improvement or growth of the business, while

demonstrating any of IM's values. Many departments have incorporated fun, variety and

innovation by using monthly, quarterly and annual meetings and special events to honor award

winners.15 Those associates who are deemed as top performers were given a plague of

recognition in my department, Manila Information System. During the Philippine Christmas

party, awards are also provided to exceptional candidates who manifested work beyond the

expectation of their colleagues and management.

Associates who are successful with their innovative ideas are given recognition as well as

rewards through a program. Innovative ideas submitted first, then, assessed if it will proceed or

end as an idea. After the successful implementation of the idea, associates are provided with

rewards.

D. Time Availability

Time availability is evaluating workloads to ensure individuals and groups have the time needed

to pursue innovations and to structure their jobs in ways supportive of efforts to achieve short-

and long-term organizational goals.16

Scale rating received from the survey about time availability is 3.0.

I havent thought of developing innovative ideas, since my primary goal is to learn first the systems and

applications that we are currently using. Since the team just started last year, the main focus is to learn as

much as possible about the systems that we support at a global level and be an expert in the field that we






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are assigned. Hence, the current stage is more of a learning curve. At this instance, I can observe that the

group is not really ready yet for the innovative ideas, though any innovative ideas would be welcome. The

organization supports work life balance as well as promotes innovation, so time can be made available

depending on the individuals choice and work schedules. Business processes improvements are more

promoted than innovation specially the operations in the Philippines are shared services at a global scale,

particularly for support and improvements of any applications, customers and suppliers. Having the Chief

Information Officer shared with us the long-term goal of making the Manila Shared Services as a delivery

center influence us to think on a wider organizational structure.

E. Organizational Boundaries

Organizational boundaries are the precise explanations of outcomes expected from

organizational work and development of mechanisms for evaluating, selecting, and using

innovations.17

Scale rating received from the survey about time availability is 2.57.

One of a managers controllable areas of corporate entrepreneurship is creating a work

environment highly conducive to innovation and entrepreneurial behaviors. Therefore, credible

innovation is more likely in companies where all individuals entrepreneurial potential is sought

and nurtured, and where organizational knowledge is widely shared.18

The managerial challenge

becomes that of using workplace design elements to develop an innovation-friendly internal

environment. 19

There exists a global and local SharePoint to nurture organizational wide

knowledge. Theres also an existing program worldwide to promote innovative behavior and

practices for a willing individuals or groups.

Section 1 Management support for corporate entrepreneurship

5 1. My organization is quick to use improved work methods.






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- Strongly agree, because our department was a pioneer one in Philippinesand started only last year. So, previously, there was no version controlfor source codes, but recently, the TFS version control was in placedand implemented globally. Processes to improve work and environmentare discussed and action upon.

42. My organization is quick to use improved work methods that are developed

by workers.

- Peers are willing to share information, applications and methods toimprove speed of work.

43. In my organization, developing ones own ideas is encouraged for the

improvement of the corporation.

- Management is open to suggestion that would help supportimprovement in the corporation.

44. Upper management is aware and very receptive to my ideas and

suggestions.

- Open communication is highly encouraged. Management is open toideas and suggestions such as process improvements, form anddocument updates.

45. A promotion usually follows from the development of new and innovative

ideas.

- Within the organization, theres reward and recognition for innovativeideas as innovation is part of the corporate values. But, because our

group was fairly new, started last year, so theres no one who has beenpromoted for new and innovative ideas.

4 6. Those employees who come up with innovative ideas on their own oftenreceive management encouragement for their activities.

- Innovative ideas are encouraged by management as recognition is given.

47. The doers on projects are allowed to make decisions without going

through elaborate justification and approval procedures.

- Associates who are subject matter experts in applications like Impulseand Imfirst can easily make decisions and coordinate to people to havefaster project turn around.

38. Senior managers encourage innovators to bend rules and rigid procedures in order

to keep promising ideas on track.

- Im not sure as Im not aware of any innovators who bend rules and rigidprocedures.

39. Many top managers have been known for their experience with the innovation

process.

- Im not aware.

3 10.Money is often available to get new project ideas off the ground.

- Im not aware.

311. Individuals with successful innovative projects receive additional rewards and

compensation beyond the standard reward system for their ideas and efforts.

- Im not aware.

3 12.There are several options within the organization for individuals to get financial



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support for their innovative projects and ideas.

- Im not aware.

4 13.People are often encouraged to take calculated risks with ideas around here.- For a given tasks, estimation efforts is often necessary.

314. Individual risk takers are often recognized for their willingness to champion new

projects, whether eventually successful or not.- Im not aware of new projects evolving from innovations. All projects are

allocated to individuals or groups.

415.The term risk taker is considered a positive attribute for people in my work

area.

- Possibly, since management is open to ideas.

316.This organization supports many small and experimental projects, realizing that

some will undoubtedly fail.

- Im not aware of any small and experimental projects.

4 17.An employee with a good idea is often given free time to develop that idea.- Possibly, since theres open reception and open line of communication from

management

418.There is considerable desire among people in the organization for generating new

ideas without regard for crossing departmental or functional boundaries.

- Theres desire among peers to generate new ideas that would help supportwork or process improvements

419.People are encouraged to talk to employees in other departments of this

organization about ideas for new projects.

- Open communication is encouraged within the organization

Section 2 Work Discretion

220. I feel that I am my own boss and do not have to double check all of my decisions

with someone else.

- For development, theres code review with peers to ensure that work done iswith quality and right.

2 21.Harsh criticism and punishment result from mistakes made on the job.- Theres no actual punishment, but more of improvement process and coaching

to ensure that same mistakes are not committed again and improvements arevisible in work.

422.This organization provides the chance to be creative and try my own methods of

doing the job.

- Individual can create their own creativity in work.

4 23.This organization provides the freedom to use my own judgment.- Yes

424.This organization provides the chance to do something that makes use of my

abilities.

- Yes, since as a developer, the job entails to be technical in nature and to makeuse of your ability.

4 25. I have the freedom to decide what I do on my job.

- Yes, we have autonomy on how to do task assigned to us.

4 26. It is basically my own responsibility to decide how my job gets done.

- Yes, its our own responsibility to get the job done and to meet the deadline.



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2 27. I almost always get to decide what I do on my job.

- No, since task and projects are allocated to associates

4 28. I have much autonomy on my job and am left on my own to do my own work.- We have autonomy on our jobs, but boundaries are set for approvals, reviewsand implementations.

229. I seldom have to follow the same work methods or steps for doing my major tasks

from day to day.

- The work processes are still in work-in-progress, but there are work processesinvolved on how to accomplish the tasks

Section 3 Rewards/Reinforcement

4 30.My manager helps me get my work done by removing obstacles and roadblocks.- Managers tried to understand the issues in our environment and provide

solutions if necessary.

3 31.The rewards I receive are dependent upon my innovation on the job.

- Not applicable

432.My supervisor will increase my job responsibilities if I am performing well in my

job.

- Probably

433.My supervisor will give me special recognition if my work performance is

especially good.

- Yes, because recognition is given to my peers who performed outstandingwork.

4 34.My manager would tell his/her boss if my work was outstanding.- Yes, since work performance needs to be reported and reviewed to upper

management.

4 35.There is a lot of challenge in my job.

- Yes. Since job needs high technical skills as well as soft-skill is required

Section 4 Time Availability

336.During the past three months, my workload kept me from spending time on

developing new ideas.- Yes, I was busy with projects at some instances. However, there are times Im

not that busy.

2 37. I always seem to have plenty of time to get everything done.

- I have not manage my time properly, since of leaves, holidays and timing.

4 38. I have just the right amount of time and workload to do everything well.

- There should be right enough time, but sometimes, unforeseen issues arose thataffect the workload.

239.My job is structured so that I have very little time to think about wider

organizational problems.

- No, from a developers perspective I can visualize potential organizationalissues or problems, but there are solutions.

2 40. I feel that I am always working with time constraints on my job.

- Yes, probably because of my long travel time.

3 41.My co-workers and I always find time for long-term problem solving.

- Im not sure, since we have not really brainstorm about it.

Section 5 Organizational Boundaries



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442. In the past three months, I have always followed standard operating procedures or

practices to do my major tasks.

- Yes, though still in work in progress

2 43.There are many written rules and procedures that exist for doing my major tasks.

- Not really, since the group was fairly new.

4 44.On my job I have no doubt of what is expected of me.- Usually, but there are times that Ive assumed and/or unsured on the

requirements on a given tasks.

4 45.There is little uncertainty in my job.

- Yes, job description and job role are in provided

446.During the past year, my immediate supervisor discussed my work performance

with me frequently.

- Yes, since Im on the performance improvement program.

4 47.My job description clearly specifies the standards of performance on which my jobis evaluated.

- Yes, this was discussed with me by my team lead and manager.

448. I clearly know what level of work performance is expected from me in terms of

amount, quality, and timelines of output.

- Yes.

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