DISSCUSSION QUESTIONS-SONY GROUP

Answer to Question 2

Entrepreneurial Philosophy of Control

• As per this measure of control any regulation should not be based on any kind of a surprise element (Morris et al., 2010). In this context, the Sony Group of company at a very great speed modified the quantity of products manufactured by them and was also involved in reframing as well as spontaneous taking measures to reduce the overall expenses incurred by the organization (Fellnhofer, 2017). The concerned initiatives were taken by the company in reaction to the economy turbulence that has taken place in the year 2008.
• The Sony Group was successful in reducing their expenses of over $300 billion in the financial year 2009 in comparison to that of the financial year 2008 by means of reconstructing their business as well as by taking other possible measures (Rauch et al., 2015). Hence, as per the philosophy of control the different components of exercising control were unbound as well as it was efficient.
• The Sony Group of company had also taken an initiative to minimize the number of their production sites from 57 to about 10% lesser in number (Pratono et al., 2015). Moreover, they shifted their attention towards engaging themselves in lesser-priced activities. In this way the concerned organization had to shut down a total of eight of their worksites. This means that the concerned organization has applied the perspective of compromising their domination in order to achieve back their power, that is to emerge back from the economic turbulence they were facing.
• As per the entrepreneurial philosophy of control, the Sony Group of company had given immense importance to the concept of self-regulation. In this context, the concerned organization sharpened their group of employees by reducing their staff in their electronic department by near about 8000 members and their casual employees by over 8000( Pollman et al., 2016).

Answer to Question 3

It is important for an organization to have an appropriate level of strictness as well as leniency being exercised in their organization, hence an organization is required to have a sense of stability in terms of their looseness as well as their tightness (Hautala et al., 2018).

In the context, the Sony Group of companies applied the concept of tightness by means of modifying their level of production, reducing their stock, minimize their marketing initiative as well as other operational expenditures of their organization. Moreover, the concerned organization has the objective to improve their effectiveness and, in this way, they will fight a continuous battle in the context of making their organization angular, faster as well as powerful. In this way, the concerned organization will also be able to apply leniency, with the help of which the workforce of the organization can engage in innovative activities. This will help the Sony Group to emerge as a leading company and they will also be able to adjustably move in the highly challengeable environment. Furthermore, the concerned organization is also working towards enhancing their key commercial activities and also, they have an objective to work in an integrated manner to bring innovation for the future growth of their organization (Shin et al., 2015). In order to take its innovation to a greater level, the company tightness by provoking their manufactures, developers and creators to enhance the standard of their hardware and also apply a newer level of concentration on their software.

References:

Fellnhofer, K. (2017). Entrepreneurship education revisited: perceived entrepreneurial role models increase perceived behavioural control. International journal of learning and change, 9(3), 260-283. Retrieved from https://www.inderscienceonline.com/doi/abs/10.1504/IJLC.2017.086856

Pratono, A. H., & Mahmood, R. (2015). Mediating effect of marketing capability and reward philosophy in the relationship between entrepreneurial orientation and firm performance. Journal of Global Entrepreneurship Research, 5(1), 5. Retrieved from https://link.springer.com/article/10.1186/s40497-015-0023-x

Rauch, A., & Hulsink, W. (2015). Putting entrepreneurship education where the intention to act lies: An investigation into the impact of entrepreneurship education on entrepreneurial behavior. Academy of management learning & education, 14(2), 187-204. Retrieved from https://journals.aom.org/doi/abs/10.5465/amle.2012.0293

Hautala, T., Helander, J., & Korhonen, V. (2018). Loose and tight coupling in educational organizations–an integrative literature review. Journal of Educational Administration. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/JEA-03-2017-0027/full/html

Shin, D., Hasse, V., & Schotter, A. P. (2015). The Effect of Culture on Expatriate Deployment Levels: Cultural Distance and Tightness-Looseness. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 15471). Briarcliff Manor, NY 10510: Academy of Management. Retrieved from https://journals.aom.org/doi/abs/10.5465/ambpp.2015.206

Pollman, E., & Barry, J. M. (2016). Regulatory entrepreneurship. S. Cal. L. Rev., 90, 383. Retrieved from https://heinonline.org/HOL/LandingPage?handle=hein.journals/scal90&div=17&id=&page=

Morris, M. H., Kuratko, D. F., & Covin, J. G. (2010). Corporate entrepreneurship & innovation. Cengage Learning. Retrieved from https://books.google.co.in/books?hl=en&lr=&id=oeY8AAAAQBAJ&oi=fnd&pg=PR5&dq=Corporate+Innovation+%26+Entrepreneurship,+Donald+F.+Kuratko%3B+Michael+H.+Morris,+Jeffrey+G.&ots=4qpfv5NI_f&sig=BCtjdqV9W3dLUjv_MxoN5AWcpWQ&redir_esc=y#v=onepage&q=Corporate%20Innovation%20%26%20Entrepreneurship%2C%20Donald%20F.%20Kuratko%3B%20Michael%20H.%20Morris%2C%20Jeffrey%20G.&f=false

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