Jordan Pombo

Entrepreneur chapter 2

1. Isn’t “corporate entrepreneurship” an oxymoron? Do the characteristics of an

established organization, such as its routines and structure, increase efficiency but at the
same time kill any entrepreneurial spirit? Is there any way that a company can have the
best of both worlds?

Corporate entrepreneurship is not an oxymoron. Entrepreneurship is always about economics

and control, something that many first time corporations have already learned how to do well
and that many first-time entrepreneurs still have to discover. Unfortunately knowledge and
experience alone is not a guarantee of entrepreneurial success, corporations can start, scale and
fail at new businesses as well or as poorly as can any individuals. Corporations are structurally
equipped to do entrepreneurship even better than most individuals because they already have
access to low cost, immediately available assets that are exactly what all entrepreneurs need and
must go out and find and/or develop on their own: talented and skilled people with proven
capacities enough low cost capital for product development and deployment proven networks
for engaging additional capital and talent already established public goodwill and recognition.

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The only possible negative aspect that appending corporate to entrepreneurship can bring is the

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potential negative drag on quick, insightful and nimble decision making that most all individual

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cofounders accomplish naturally as a small team. Whenever corporations bring the liabilities of

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political gamesmanship and bureaucratic administrative hurdles along with any of the above
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assets then we must deduct points accordingly, but even then it would not be an oxymoron, it
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would just be a corporation run by morons.

2. Is increasing the entrepreneurial orientation of a firm always a good thing? Or are there
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circumstances or environments in which the further pursuit of opportunities can diminish

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firm performance?
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The relationship between entrepreneurship and firm performance has received considerable
attention in the organizational literature over the last several decades. Entrepreneurial
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orientation as consisting of three unique sub-dimensions, innovativeness, proactiveness, and

risk-taking which were able to vary independently of one another in a given context.
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Innovativeness is embodied by a strong organizational

3. What does it mean to say that something is important to you? Who has lost something
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that was important to them? How did it feel? What did you do to recover from the loss?
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Failure, for entrepreneurs, is inevitable. This might come in the form of small losses, like losing
an important deal to a competitor, or in big ones, like being unable to make payroll. The best
entrepreneurs, however, are not defined by these failures but rather by how they deal with them.
Navigating difficult situations both externally and internally is crucial to being a successful
entrepreneur. When faced with this failure, here are 10 ways to better handle it, be prepared:
You do not have to come up with full contingency plans for any type of failure. Although, being
mentally prepared for failing and difficult times is critically important. If you have expectations
that things are going to go perfectly according to plan, then, once they do not, those hard
moments will be more difficult than you will expect.

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