7/28/2019 Organisational and Global Context
1/15
Organisational and Global Context of Entrepreneurship
Introduction
Although culture has a significant impact on entrepreneurship and how it is practiced, it is not the
only element of a context that is significant. This theme will explore two other contextual factors of
importance to entrepreneurship: organisations and global trends. Looking more specifically at the
organizational context that many entrepreneurs need to operate within for the life time of their
initiatives (intrapreneurs) or temporarily (spinouts), reveals the challenges and support that
entrepreneurs face by working within and through established organisations.
On the other hand global trends offer insights into opportunities, new and different ways of
operating and of external threats that historically might have been negligible simply due to
geographical distance. As the world becomes more connected and travel is easier, new ways of
doing and thinking are becoming possible.
Learning Objectives
This theme aims to provide a broad perspective of entrepreneurship within organizations by
addressing the following key questions:
o How does organizational context impact on an individual's thinking?
o What forms can entrepreneurship take within different organisational contexts?
o How do we measure the impacts and benefits of entrepreneurship on organizations?
o What scope is there for entrepreneurship for organisations within the broader context of
the global environment?
Key content topics for this theme are:
o Introduction to the organisational context of entrepreneurship
o Organisational Context underlying factors
o Contextual Factors and how they manifest in organizations
o Entrepreneurship and Innovation in a corporate environmento Entrepreneurship in other organisational contexts
o Global trends: Political, Economic, Social, Technological, Environmental and Legal (PESTEL)
Analysis
By the end of this theme you should be able to:
o Assess the impact of organizational context on your own entrepreneurial ambitions and
enterprise ideas
7/28/2019 Organisational and Global Context
2/15
o Understand that entrepreneurship has a role to play in all kinds of organisations and can
take different forms.
o Analyse global trends and identify how these may impact you in terms of opportunities or
threats.
1. Introduction to the Organisational and Global Context of Entrepreneurship
Organisational context is the way an organisation is structured and operates. Key elements of
organisational context are the corporate strategy, organisation type and structure and
organisational culture.
Later in the programme, we will discuss strategy as one of the key business concepts which is
essential to understand where within an existing industry, and how, a new venture can create and
capture value. For now our focus needs to be on how strategy can influence the organisational
structure and culture and how this in turn might influence entrepreneurship within the organisation.
During the course of this theme we will consider various underlying contextual factors of strategy,
structure and culture as well as practices within organisations that influence and support
entrepreneurship. Organisations themselves exist within a much broader and global environment
and it is the organisations relationship with this environment and its ability to actively scan this
environment for opportunities and then act upon them that reaps the rewards of entrepreneurship.
So as a prelude to forthcoming themes we will explore the use of PESTEL analysis to explore the
macro environment and the drivers of trends which might result in new opportunities for
organisations.
The contents of this lesson are:
o Organisational strategy, structure and culture
o Organizational context - underlying factors
o Contextual factors and how they manifest in organisations
o Entrepreneurship in a corporate environment
o Entrepreneurship in other organisational contexts
o Global trends - Political, Economic, Social, Technological, Environmental and Legal (PESTEL)
analysis.
7/28/2019 Organisational and Global Context
3/15
2. Strategy, Structure and Culture
Strategy
The strategic intent of a business plays a major role in influencing the organisational context. In
order to understand and advance the strategic intent, Michael Porter (1980) suggests three keyquestions that will drive the assessment process:
o What is the business doing? What is its implicit/explicit current strategy?
o What is happening in the external environment, in terms of the industry, competitors and
the society?
o What should the business be doing in response to the happenings in the environment?
Understanding the strategic intent of the organisation and its influence through these three key
questions is critical towards promoting entrepreneurial thinking and action within an organisational
context. Having a clear view of the primary motive of the business and how the organisation can act
decisively by using its capabilities in response to what is happening in the external environment
enables the entrepreneurial individual within an organisation to succeed.
From an organisational context, Mintzbergs (1987, 1992) definition of strategy as 5 Ps offers a very
useful framework to understand strategy in all its manifestations and not simply as an organisations
actions in pursuing its business activities.
o Plan: Strategy is a plan - as a kind of consciously intended course of action, a guideline (or
set of guidelines) to deal with a situation.
o Ploy: As plan, a strategy can also be a ploy, as a specific manoeuvre intended to outwit a
rival or competitor.
o Pattern: Strategy is a pattern - specifically, a pattern in a stream of actions.
o Position: Strategy is a position - specifically a means of locating an organisation in an
"environment".
o Perspective: Strategy is a perspective - its content consisting not just of a chosen position,
but of an ingrained way of perceiving the world.
Structure
Structure refers to the manner in which the activities of an organisation are coordinated. It allows
the responsibilities of running the organisation to various units that focus on a specific range of
activities such as marketing, finance, manufacturing and support. For large companies that have
operations in more than one country, these units may be replicated within each country, with a local
reporting structure.
The four basic forms of organisational structure are:
o Functional: Business units are organised according to functional units such as marketing,
finance, manufacturing etc.
7/28/2019 Organisational and Global Context
4/15
o Divisional: Organised according to product lines with individual functional units for each
product line
o Matrix: Organised according to specific project needs and dismantled once the project is
completed
o Network: A decentralised, team-based and distributed structure that is connected throughinformation and communication technologies.
Organisational culture
Organisational culture refers to a system of shared meaning held by members that distinguishes the
organisation from other organisations (George and Jones, 2008) and where a strong organisational
culture exists the firms core values are both intensely held and widely shared (Robbins, 2001).
Within an organisation, culture serves to define boundaries of acceptable behaviour, conveys a
sense of identity amongst the employees, facilitates commitment to organisational goals and
objectives and sets the rules of the game that everyone is expected to follow. In this form,
organisational culture is viewed as integrative, the glue that holds the organisation together
(Martin and Meyerson 1988)
However, two additional types of organisational culture, those of differentiation and ambiguity have
also been defined which provide a better understanding of how culture manifests in organisations
(Marting and Meyerson, 1988). These are not mutually exclusive with the integration oriented view
of culture. Rather, they serve to explore culture as it exists in reality (see diagram below).
7/28/2019 Organisational and Global Context
5/15
a) primary motive for being in business whether to make profits or to provide a service for social
and economic development
Schein (2004) suggests that organisational culture has become increasingly important. Competition,
globalisation, mergers and acquisitions (M&A), strategic alliances and developments in workforce
have all combined to create a greater need, among other things, for:
Product innovation, creation of new products and services for a global market
Strategy innovation, dealing with a very complex external environment
Process innovation and the ability to successfully introduce new technologies, such
as information technology
References
George, J. and Jones, G. (2008). Understanding and Managing Organizational Behavior. 5th ed.Upper Saddle River, NJ: Pearson Prentice Hall 4
thed. HD58.7.G46 2005
Martin, J. and Meyerson, D. (1988) Organizational Culture and the Denial, Channelling and
Acknowledgement of Ambiguity. In: Pondy, L. R., Boland Jr, R. J. and Thomas, R. J. (eds) Managing
Ambiguity and Change. New York: John Wiley & Sons
Mintzberg, H. (1987).Another Look at 'Why Do Organizations Need Strategies'. California
Management Review, 30(1): pp. 25-32
Mintzberg, H. (2003). Five P's for Strategy. In: Mintzberg, H. and Quinn, J. B. (eds.) The Strategy
Process. 4th
ed. London: Prentice-Hall HD30.28.M56 S7 2003
Porter, M. (1980). Competitive Strategy. New York: Free Press HD41.P67 S7
Robbins, R. H. (2001). Global Problems and the Culture of Capitalism. Upper Saddle River, NJ:
Pearson Prentice Hall
Schein, E. H. (2004). Organizational Culture and Leadership. 3rd
ed. San Francisco: Jossey Bass
HD58.7.S33 2004
3. Organisational Context Underlying Factors
The organisational context for entrepreneurship is heavily influenced by the strategy, the
organisational structure and culture. Understanding these factors and their characteristics will
enable an entrepreneur operating within an organisation to better understand the context and plan
his/her actions to make the entrepreneurial venture succeed.
The strategy for an organisation is built on the basis of
7/28/2019 Organisational and Global Context
6/15
b)competitive position - in terms of resources that are available at the organisations disposalc)capability - the ability to effectively mobilise the available resources
Typically, organisational strategy influences the level of entrepreneurial thinking and actions that
enable the recognition and exploitation of entrepreneurial opportunities.
The structure of an organisation is geared towards efficiency, that enables the available resources to
be deployed effectively to perform its operations. However, the focus on efficiency could limit the
potential for characteristics that promote entrepreneurial thinking and action such as flexibility in
resource deployment and decision making processes.
Finally, organisational culture influences the potential to innovate by supporting risky ventures, the
employment practices that empower the employees and the organisations primary orientation
(Customer vs Product vs Process).
The table below lists this set of organizational contextual factors, how they manifest in a variety of
organizations and their influence on entrepreneurial thinking and action within.
7/28/2019 Organisational and Global Context
7/15
Primary motive for
being in business
Profits and growing
market share
Profits and maintaining
market share
Decision making
FlexibilityStructure
Coordination
capability
Inflexible
organisational
structure
Coordinate large-scale
initiatives
Hierarchical decision-
making
Organisational
culture
Orientation
(Customer vs
Product vs process)
Potential to
innovate
Employment
practices
Contextual
Factor
Strategy
Characteristic
Competitive
position assets
Ability to mobilise
resources
Large Companies
Established assets &
cash flow
Good access to capital
from a variety of
sources
SMEs
Cash flow
challenges
Capital constrained
Self employed
Profits and sustaining
livelihood
Low cash flow levels
Low to non-existent
capital
Not-for profit and
social ventures
Targeted service
delivery for social and
economic
improvementCash flow challenges
Capital constrained,
relying on donations
and other sources
Public-sector
Equitable distribution
of essential goodsand services to
societyEstablished assets
and cash flow
Good access to
capital from public
purse
Family Businesses
Profits and growth
Established assets and
cash flow
Access to limited
family money
Organisation type
Influence on entrepreneurial thinking
and action
Governance rules
make smaller,
uncertain initiatives
harder to pursueStandardised, inflexible
employment practices
Product or service
focused
Limited focus on
entrepreneurship.
Forays into new
markets, products and
services mostly
initiated due to
competitive pressures.
Flexible
organisational
structure
Narrower, sharper
focus
Faster Decision-
Making
Greater potential
for continuous
innovation
Ability to offer
flexible
employment
packagesCustomer focused
Entrepreneurial
thinking and action
directed towards
establishing
competitive
advantage.
N/A
Limited to individual
capability
Owner-driven
decision making, very
fast
Limited potential to
innovate due to lack
of resources
N/A
Customer focused
Entrepreneurial
thinking and action
directed to ensure
business survival.
Flexible, project
oriented
organisational
structureCoordinate large-
scale initiatives
Typically hierarchical
decision-making, but
field staff have more
autonomy
Potential for
innovation exists
Flexible employment,
relying on a mix own
employees and
volunteers
Customer focused
Entrepreneurial
thinking and action
geared towards
acquiring resources
and managing with
available resources.
Inflexible
organisational
structure
Coordinate large-
scale initiatives
Hierarchical decision-
making often
influenced by
political imperatives
Governance rules
make smaller,
uncertain initiatives
harder to pursue
Standardised,
inflexible
employmentracticesProcess oriented
Limited to no focus
on entrepreneurship.
Primarily driven by
policy directives and
guidelines.
Flexible to non-existent
structure
Limited to
organizational
ca abilitDecision making
influenced by head of
family
Limited, bound by
traditional family
values
Unstructured, often
driven by instinct
Depends on the nature
of the business
Entrepreneurial
thinking and action
aligned with family
aspirations and
priorities.
7/28/2019 Organisational and Global Context
8/15
4. Entrepreneurship in a Corporate Environment
Corporate Entrepreneurship
Corporate entrepreneurship refers to the identification of new business opportunities anddevelopment of new ideas and ventures to exploit those opportunities within organisations.
(Stevenson, Roberts and Grousbeck, 1989) define corporate entrepreneurship as the process by
which individuals inside organisations pursue opportunities without regard to the resources they
currently control.
Birkinshaw, (2003) has identified four schools of thought on entrepreneurship in a corporate
environment as follows:
1.Corporate Venturing: New business ventures created from the mainstream business but managed
separately.
2.Intrapreneurship: Empowering the individual employee and his or her propensity to act in an
entrepreneurial way.
3.Entrepreneurial Transformation: Manipulating the firms culture and organization systems,
thereby inducing individuals to act in a more entrepreneurial way.
4.Bringing the Market Inside: Managing the organisations resource allocation and people
management systems and use of market techniques such as spin-offs and corporate venture capital
operations.
Innovation
In a corporate environment, entrepreneurship (or intrapreneurship) is also closely linked with the
term innovation and often the terms are used interchangably. Freeman and Engel (2007) refer to
innovation as 'a process that begins with a novel idea and concludes with market introduction'. They
also highlight two forms of the innovation process in relation to technological innovations - the
Corporate Model and the Entrepreneurial Model. In a related article, Engel (2011) considers how
disruptive innovations go beyond the novel technical breakthrough and involve disruptive business
models. In these cases corporates may gain insights into managing innovation and corporate
entrepreneurship from exploration of the processes by which venture capital supports the
entrepreneurial model.
Open Innovation
Over the last decade innovations within established corporate organisations has become more open
(Chesbrough, 2003a) by exploiting the flow of knowledge between an organisation and its external
environment as a fundamental part of the innovation process. 'Firms can and should use external
ideas as well as internal ideas and internal and external paths to market as firms look to advance
their technology' (Chesbrough, 2003b). Open innovation exists in both small and large firms, but are
most prevalent in high technology industries such as electronics, telecommunications and
7/28/2019 Organisational and Global Context
9/15
pharmaceuticals. These organisations may either implement open innovation to strengthen their
existing innovation pipeline, or they may be striving to innovate beyond their core business. Mortara
and Minshall (2011) that adoption of open innovation is not only dependant on their innovation
reqiurements, but also on timing and the culture of the organisation.
Skunk Works and Semco
Whilst many innovation processes are highly managed, others happen within organisations but
much more informally and not hampered by the bureaucracy of organisational life. One early
example of this is 'Skunk Works' a term originally coined by Lockheed Martin in the USA as a special
team worked on the development of fighter jets during World War II. The term is now often used to
describe teams working on special or secret projects. Skunk works can result in successful
innovations and entrepreneurial activity especially where it is part of the cultural fabric of an
organisation.
Another and very extreme example of more informal innovation is the Brazilian manufacturing
machinery company Semco, a highly unusual workplace 'led' by Ricardo Semler, where the entire
culture of the organisation is based upon the natural motivations of the employees and where none
of the more conventional 'rules of work' apply, enabling creativity to be exploited to the full (Semler,
2007).
References
Birkinshaw, J. (2003). Strategy+Business, 30(Spring)
Chesbrough, H. W. (2003a).The Era of Open Innovation. MIT Sloan Management Review, 44(3):
pp. 35-41
Chesbrough, H. W. (2003b). Open Innovation: The New Imperative for Creating and Profiting from
Technology. Boston: Harvard Business School Press HD45.C43
Engel, J. S. (2011).Accelerating Corporate Innovation: Lessons from the Venture Capital Model.
Research Technology Management, 54(3): pp. 36-43
Freeman, J. and Engel, J. S. (2007).Models of Innovation: Start-ups and Mature Corporations.
California Management Review, 50(1): pp. 94-119
Mortara, L. and Minshall, T. (2011).How Do Large Multinational Companies Implement OpenInnovation? Technovation, 31(10/11): pp. 586-597
Semler, R. (2007).Out of This World: Doing Things the Semco Way. Global Business &
Organizational Excellence, 26(5): pp. 13-21
Stevenson, H., Roberts, M. and Grousbeck, I. (1989) New Business Ventures and the Entrepreneur.
Homewood, IL: Irwin
7/28/2019 Organisational and Global Context
10/15
5. Example Entrepreneurship in 3M
3M was founded in 1902 at the Lake Superior town of Two Harbors, Minn. In 2004, sales topped $20
billion for the first time, with innovative new products contributing significantly to growth. Recent
innovations include Post-it Super Sticky Notes, Scotch Transparent Duct Tape, optical films for LCD
televisions and a new family of Scotch-Brite Cleaning Products.
During this time, 3M had diversified into a range of markets with innovative products, regularly
earning top-10 rankings in Fortune magazines annual survey of Americas Most Admired
Corporations. In 1995, 3M was awarded the National Medal of Technology , the U.S. governments
top award for innovation.
3Ms accomplishments in innovation have come about through a sustained focus on innovation and
entrepreneurship throughout its history. The organisational culture that supported this focus had its
origins in the basic rules of management set out by William L. McKnight, its President, in 1948:
"As our business grows, it becomes increasingly necessary to delegate responsibility and to
encourage men and women to exercise their initiative. This requires considerable tolerance. Those
men and women, to whom we delegate authority and responsibility, if they are good people, are
going to want to do their jobs in their own way.
"Mistakes will be made. But if a person is essentially right, the mistakes he or she makes are not as
serious in the long run as the mistakes management will make if it undertakes to tell those in
authority exactly how they must do their jobs.
"Management that is destructively critical when mistakes are made kills initiative. And it's essentialthat we have many people with initiative if we are to continue to grow."
These principles have been manifest in 3Ms strategy, structure and culture through the
establishment of strategic objectives, mobilisation of resources, employment policies, remuneration
and recognition of success (Collins and Porras, 1995).
The table below summarizes the contextual factors supporting entrepreneurship within 3M.
7/28/2019 Organisational and Global Context
11/15
Contextual
FactorCharacteristic Manifestation at 3M
Strategy Primary motive for
being in business
30 Percent Rule: Thirty percent of business unit revenues
must come from products introduced within the last four
years.
Competitive
position assets
R&D Spending: Approximately 67 percent of sales
revenue is spent on research and development at 3M and
has consistently increased R&D spending. Compared to
other manufacturing companies, the 3M spends on average
twice the amount in R&D enabling it to establish a
competitive position in innovative ideas.
Ability to mobilise
resources
Availability of Seed Capital: Seed capital can be raised from
within the business unit, other business units or from thecorporate office. After securing seed capital, the product
champion assembles a venture team to develop the
product.
Structure Flexibility Dual-Ladder Career Path: There are two career ladders on
the technical and management tracks, both allowing equal
advancement opportunities, enabling employees to stay
focused on their research and professional interests.
Coordinationcapability
Internal Technology Forums: 3M supports formal andinformal forums for sharing knowledge through a Technical
Council and a Technology Forum for exchange of ideas
between scientists. Other mechanisms for technology sharing
include email directories, an annual in-house trade show, and
awards for successful sharing of new technology between
business units.
Decision making Internal organisation: Each business unit is run as a profit
centre. The product champion is given the opportunity to
head the new business unit.
Organisational
culture
Potential to
innovate
Three-Tiered Research: Performed by laboratories running at
the business unit, Sector and corporate levels, focusing on
specific markets, applications with 3-to-10 year time horizon
for product viability and basic research with a time horizon of
as many as 20 years, respectively.
Employment
practices
15 Percent Option: Many employees can spend up to 15
percent of their workweek pursuing individual projects of
their own choice with no need to disclose the project to a
manager.
7/28/2019 Organisational and Global Context
12/15
Orientation
(Customer vs
Product vs process)
Customer Contact: Regular interactions between 3M
scientists and customers to learn how 3M products are being
used and to generate new product ideas.
References
Collins, J. C. and Porras, J. L (2005). Built to Last: Successful Habits of Visionary Companies. 10th
ed.
London: Random House HF5386.C64
6. Entrepreneurship in Other Organisational Contexts
So far within this theme we have focused on enrepreneurship within the corporate organisationalenvironment and in the previous theme we have looked at entrepreneurship within sustainability
and the context of social enterprises. For much of this programme we will be considering
entrepreneurship and the business start-up, however, entrepreneurship also exists within the public
sector, universities and family businesses, so it is relevant to mention each of these here.
Entrepreneurship within the Public Sector
Entrepreneurship within the public sector is often less about bringing new products to market, but
more normally concerned with more effectively servicing the needs of its users or 'customers'
through greater efficiency or by developing new processes or ways of working i.e. by enhancing
performance. Kearny et. al. (2007) propose a model for corporate entrepreneurship within the
public sector which highlights the dynamic, complex and political external environment and how
public sector organisations although they exist within bureaucratic structures with rules, structures
and processes that may act as barriers to entrepreneurship. But they highlight that entrepreneurship
could provide a valuable route to meet the ever changing requirements and wants of clients.
Entrepreneurship within Universities
Higher education and more specifically universities are often considered as a place for
entrepreneurship to thrive.Indeed many universities have technology transfer operations which
assist academic inventors in licensing out novel science and technology or creating spin off
companies, with the academic inventors either balancing a dual entrepreneurial and academic role
or making a choice between two possible career pathways. Over the last decade or so universities inthe UK and around the world have initiated entrepreneurial education programmes and are
increasingly interacting more frequently and closely with businesses, and at the same time students
are initiating more entrepreneurial activities and societies, with the aim of increasing the number of
graduates who become entrepreneurs.
Entrepreneurship within Family Businesses
Entrepreneurship and especially necessity entrepreneurship has triggered the formation of many
family businesses, however research into the extent to which family business hinder or promote
entrepreneurship is somewhat inconclusive finding that whilst some provide environments that
support entrepreneurial activities, others are risk averse and slow to change. One factor that mayaffect entrepreneurship within family firms is the time horizon for decision making and action, as
7/28/2019 Organisational and Global Context
13/15
within family firms there is much greater interest in the long-run performance especially where the
businesses are being passed on to succeeding generations of the family owners (Lumpkin et. al.,
2010).
References
Kearney, C., Hisrich, R. and Roche, F. (2007).Facilitating Public Sector Corporate Entrepreneurship
Process: A Conceptual Model.Journal of Enterprising Culture, 15(3): pp. 275-299
Lumpkin, G. T., Brigham, K. H., and Moss, T. W. (2010).Long-term Orientation: Implications for the
Entrepreneurial Orientation and Performance of Family Businesses. Entrepreneurship & Regional
Development, 22(3/4): pp. 241-264
7. Global Trends: Political, Economic, Social, Technological, Environmental, Legal (PESTEL) Analysis
The macro-environment has many factors which affect organisations and a knowledge of the key
features, the changes taking place within them and the drivers behind those changes is essential for
entrepreneurs and managers of established organisations alike. One way to think about the macro-
environment and to help categorise thinking and knowledge around this is to use a model such as
PESTEL. PESTEL classifies the key components of the macro-environment as:
o Political factors - government policies and political decisions which may impact on vital areas
for business for example, health, infrastructure and so on
o Economic factors - for example, economic growth (or recession), inflation, interest rates,
exchange rates and taxation
o Social factors - changes in social trends, values, lifestyles, demographics etc that may impact
on both the workforce and demand for products
o Technological factors - research and development and new technologies which can create
new products and processes
o Environmental factors - climate change and the weather for example and the growing desire
to protect the environment
o Legal factors - the legal environment in which firms operate. Changes here can affect costs,
as well as demand for products.
Although the model serves to assist classification and thinking around different aspects of the
macro-environment it is essential to think of the macro-environment as a system (Fahey and
Narayanan, 1986) in that the factors are related and each factor affects every other factor.
Entrepreneurs need to go beyond listing the changes in each component but need to really assess
the driving forces beneath as it will be these which provide sources of opportunity.
It is also important for entrepreneurs to determine at what level to apply a PESTEL analysis. For an
early stage entrepreneur with global aspirations, it may be necessary to consider each element at a
national or even local level as well as the global trends. For more established organisations a global
view may be the most appropriate level, but a focus on a particular business or product area may be
most helpful.
7/28/2019 Organisational and Global Context
14/15
References
Fahey, L. and Narayanan, V.K., (1986). Macroenvironmental Analysis for Strategic Management.
West Publishing, St Paul, MN.
Oxford University Press (2007) Foundations of Economics
(http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm)
Core and Additional Readings
Core Reading:
Entrepreneurship and Small Business - Start-up, growth andmaturity, P. Burns: Palgrave (2010), 3rd
Edition - Chapters 8 and 18
Freeman, J. and Engel, J.S., (2007). Models of Innovation: Start-ups and Mature Corporations.
California Management Review, Fall 2007, Vol. 50, No. 1, p94-119
Lichtenthaler, U., (2011). Open Innovation: Past Research, Current Debates and Future Directions.
Academy of Management Perspectives, Vol. 25 Issue 1, p75-93
You are encouraged to search the literature to review at least one journal article which provides
relevant insights for your entrepreneurial venture.
Additional reading:
Timmons, A. New Venture Creation, 4th Edition, Irwin/McGraw-Hill, 1995
Schumpeter, J.A. Capitalism, Socialism and Democracy, George Allen & Unwin, 1941
http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm)http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm)http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm)http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm)7/28/2019 Organisational and Global Context
15/15
Top Related