Corporate entrepreneurship : a case study of a Hong Kong power utility

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Corporate entrepreneurship : a case study of a Hong Kong power utility


Author: Fung, Wai-shing
Title: Corporate entrepreneurship : a case study of a Hong Kong power utility
Degree: M.B.A.
Year: 2003
Subject: Hong Kong Polytechnic University -- Dissertations
Public utilities -- China -- Hong Kong
Entrepreneurship -- China -- Hong Kong
Organizational change -- China -- Hong Kong
Department: Dept. of Management
Pages: vii, 65, [63] leaves : ill. ; 30 cm
Language: English
InnoPac Record:
Abstract: This case study is to explore the role of corporate entrepreneurship (CE) in a Hong Kong power utility. The Company has a unique characteristic that its business is virtually monopoly and its profit is guaranteed under an agreement with the local government. However, this agreement will be expired in 2008 and its power business is under the threat of de-regulation. The senior management has pursued entrepreneurial approach to renew its strategies since 1998. A survey of 278 managers who are at middle and senior level is conducted across various business units of the Company to test how they perceive on CE and to identify the key obstacles to its implementation. The findings indicate that these managers in general see a role for entrepreneurship in the Company. They generally perceive that the business environment is comparatively dynamic. They believe that change is necessary for survival and innovation is an appropriate way of solving problem. However, nearly half of the respondents express that the Company does not act entrepreneurially in terms of innovativeness and the key obstacles to achieve this are stickiness to policies and procedures, tight control, inappropriate reward system and insufficient commitment from top management. The outcome of the statistical analysis of the survey supports the correlation among the employee's perception on CE, company's structure, practices and culture with respect to its innovativeness. Negative correlations are found among organization formality, creativity demotivation and insufficient management commitment to the company's innovativeness. The study does not intend to imply that CE is desirable in all situations, as it should fit the organization structure and environment context. However, the study indicates where are the key obstacles if CE is pursued in the Company. In this case, it would be necessary to look it up from the 'top'.

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