Theory E²: Working with Entrepreneurs in Closely-Held Enterprises X: Interplay between Entrepreneurship and Organizational Structures and Operations, and Organizational Culture
Contemporary entrepreneurs will be successful to the extent that they embrace all three of these cultures and support the production and use of information, the clarification and monitoring of intentions, and the generation and enactment of ideas. Each of the approaches to entrepreneurship that we have identified seems to be particularly aligned with one or more of these organizational cultures. The challenge for many leaders, therefore, is to find a way to feel comfortable in and recognize the important role played by each of these three cultures.
Culture of Information
In an information-rich culture, data are widely generated and shared among members of the organization. Information also helps to animate the organization and clarify mission. When it is successful, the climate of an information-rich culture is conducive to reflections about the functioning of a work team and about the relative success of the overall operation of this team. Feedback regarding performance is welcomed. Mistakes are acknowledged and learning from mistakes is encouraged. Successful members of this culture also tend to be flexible in their response to problems and creative in identifying or generating alternative solutions.
This culture tends to reward analytic competence. Successful members tend to be skilled in group problem-solving. Conflicts between group members and between groups are successfully managed and resolved. Group members are successful if they have group decision-making skills or if they can effectively manage a group, insuring that group decisions are efficient and clear.