Wednesday, February 26, 2020

Entrepreneurial Management and Leadership Essay

Entrepreneurial Management and Leadership - Essay Example nternal efforts to sustain competitive advantages through the process of innovation which serves to change the balance of competitive dominance in an established industry. This report aims to identify the corporate entrepreneurship behaviours at the Sony Corporation, a multi-national firm operating in the consumer electronics industry; a highly saturated competitive environment. Utilising a mixed methodology of secondary and primary research, this study undertakes a qualitative analysis of CE activities (or lack thereof) at the identified corporation to determine entrepreneurial behavioural impact on strategic initiatives, innovation, organisational structure and culture at the firm. A general qualitative analysis of the firm’s current competitive advantages and competitive market position is inclusive in the research. It is assumed that Sony Corporation, a company with a rich history of operations established in 1946, maintains significant entrepreneurial behaviour internally. Upon Sony’s establishment, the business only maintained $530 in available capital and maintained a workforce of only eight employees (Abiko 1966). With such a limited volume of available resources, Sony was able to convince Bell Labs to license the new innovation, the transistor, which ultimately led to Sony being a pioneering market entrant for launch of the first transistor radio. It is unlikely that Sony maintained limited entrepreneurial behaviours in its long history, an assumption based on a rich history of being a market innovator in many different product categories. This assumption will be tested utilising research on the firm. During the 1970s, Sony’s most important market, the United States, maintained a very negative perception regarding the quality of Japanese-made products. However, Sony continued to outperform many American-produced products in the consumer electronics industry which radically changed U.S. consumer perceptions of the made in Japan label (Lohr 1983).

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