Refine
Year of publication
Document Type
- Part of a Book (71)
- Article (unreviewed) (45)
- Book (24)
- Contribution to a Periodical (14)
- Article (reviewed) (6)
- Conference Proceeding (5)
- Working Paper (2)
- Report (1)
Conference Type
- Konferenzartikel (5)
Is part of the Bibliography
- yes (168)
Keywords
- Schule (11)
- Bildungsmanagement (8)
- Management (7)
- Social Media (7)
- COVID-19 (6)
- Führung (6)
- Ganztagsschule (6)
- Entrepreneurship (5)
- Marketing (5)
- Corona (4)
Institute
Open Access
- Closed Access (57)
- Open Access (32)
- Closed (18)
- Bronze (4)
- Gold (2)
- Diamond (1)
- Grün (1)
- Hybrid (1)
This paper has the objective of creating a framework for a different cultural dimension of corporate entrepreneurship leading to corporate entrepreneurial culture (CEC). The analysis of CEC is based on a review of existing concepts of organisational culture and entrepreneurship. They are combined to create a framework of CEC, including macro- and microlevels and examples of subcultures. Core ideas of the framework are validated by qualitative interviews with ten experts. The identified organisational category of the CEC framework is defined by the levels of micro-cultures or subcultures and includes the upper levels of the hierarchy, including the industry level. Geographic categories such as regional or national culture are also part of the system. The individual category of the CEC framework is characterised by competencies (including aspects such as motivation, creativity, mobilising others, coping with uncertainty, teamwork and social competencies) and entrepreneurial personalities. The results of the interviews show the importance of these individual competencies for a lively CEC. The different levels, such as national and professional cultures, as a dimension of the organisational category of the framework are also confirmed by the interviews. The findings indicate that the individual category of CEC could be used for job satisfaction or engagement and the degree of CEC of an organisation could be defined and developed by the organisational category. The identified framework contributes to an understanding of this complex topic and supports companies in the implementation of entrepreneurial ideas in different organisational contexts.
All business is local
(2016)
Aktives Wertemanagement
(2009)
"Machen Sie doch mal mehr PR und Werbung für Ihre Schule": Kommunikationscontrolling in Schulen
(2015)
Henry Fords Bonmot zur Werbeerfolgskontrolle ist sicherlich der bekannteste Satz im Sektor des Kommunikationscontrollings: „Die Hälfte unserer Werbegelder werfen wir zum Fenster raus. Ich weiß nur nicht, welche Hälfte das ist.“ Diese kritische Würdigung von Kommunikationsleistungen ist auch heute noch immer wieder Thema und gerade im Umfeld von Schule, wo diese Prozesse noch keine sehr lange Tradition haben, Teil der internen und externen Diskussion. Die Steuerung von Kommunikationsprozessen erfordert jedoch nicht nur die Quantifizierung von Kommunikationsleistungen, sondern eine Einbettung in die gesamte Marketingstrategie und in die Bewertung einzelner Marketingbereiche und der dort entwickelten Marketingziele.