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Private enterprise entrepreneurial management research staff

Author: LiYang
Tutor: LiZuoShu
School: Nanjing Normal University
Course: Business management
Keywords: Employee’s Internal Entrepreneurship Employee’s Internal Entrepreneurship Mechanism Guide Support Control
CLC: F272
Type: Master's thesis
Year: 2005
Downloads: 469
Quote: 0
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Abstract


Since 1980s, the management practice of some American and Japanese transnational companies has shown that supporting employees’ entrepreneurship attempt, inside the company, is effective for those companies to keep excellent staff and arouse the company’s developing vigor. Right from the beginning of the new century, Shenzhen Huawei and some other leading privately owned companies in China have been making holding innovation measures in trying supporting their own employees’ entrepreneurship behavior, with some achievements made and some problems taken place. However, it is no doubt that, as an effective way of administration innovation, the employee’s internal entrepreneurship comes to be recognized and accepted by more and more large privately owned companies in China.Compared with the transnational companies such as Panasonic and Fujitsu, China’s privately owned enterprises’ current management activities on employee’s internal entrepreneurship lack system and direction. Problems of single supporting methods and being neglect of the control of the entrepreneurship company have taken place, and some privately owned company even has got trouble from its internal entrepreneurship company’s behavior. Based on the Theory of Demand Levels and with the combination of the internal and external surroundings of China’s privately owned enterprises, we build a management model of the employee internal entrepreneurship, with guide, support and control as its three core mechanisms. Consequently we demonstrate the importance and significance for China’s privately owned enterprises to build and promote that management system. Then we also analyze the nature of the above three core mechanisms and therefore demonstrate the function of the systematical administration on the employee’s internal entrepreneurship behavior, which can help effectively combine the material and HR capital, exploit the excellent employee’s entrepreneurship ability and fulfill the mutual economic benefits of both of the privately owned companies and their employee entrepreneurs.

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