Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- List of abbreviations
- 1 Introduction
- 2 Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve
- I The business environment
- II The management culture
- III The corporate executives
- IV The division general manager
- V The division and its top management team
- VI Putting it all together
- Notes
- Bibliography
- Index
IV - The division general manager
Published online by Cambridge University Press: 22 September 2009
Foreword by
Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- List of abbreviations
- 1 Introduction
- 2 Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve
- I The business environment
- II The management culture
- III The corporate executives
- IV The division general manager
- V The division and its top management team
- VI Putting it all together
- Notes
- Bibliography
- Index
Summary
This part of the book examines how the division general manager (DGM) influences new business creation (Figure IV.1).
The DGM has a major influence on new business creation. Several specifics concerning the DGM are important: his personal assets, including his personality, experience, and leverage with the corporate executives (Chapter 11), his motivation and strategy for new business creation (Chapter 12), his building of corporate support for it (Chapter 13), and his leadership of the division for new business creation (Chapter 14).
- Type
- Chapter
- Information
- Corporate EntrepreneurshipTop Managers and New Business Creation, pp. 147 - 148Publisher: Cambridge University PressPrint publication year: 2003