IT DEVELOPMENT

IT Development

Chapter 2: Literature Review

A review of literature revealed that entrepreneurial success has been studied mainly from environmental perspective [(e.g. economic, financial, industry, and political variables) (Baron and Shane, 2008)], and from entrepreneur's cognitive skills and traits [(e.g. person's skills, abilities, talents, ideas, thoughts, and traits of individuals) (Greenberg and Baron, in press)]. Moreover, an attempt has been made to understand how interface between environmental factors and entrepreneur's cognitive skills and traits (Sarasvathy, 2004) reflected in building successful ventures.

Although it is important to understand how entrepreneurs think, reason, make decisions and perform many other cognitive activities, it is equally important to identify what is role of leadership on entrepreneurial culture, which in turn could increase entrepreneurial success. A number of studies have developed constructs that are distinct from other behavioural forms of leadership (Gupta, Macmillan and Surie, 2003) and it was found that organizational leadership plays the significant role in determining whether employees engage in creative thought and action.

Our paper presents a new IT governance framework and introduces an assessment tool designed to measure its effectiveness. The framework builds on the integration between the structural and processes perspectives of IT governance, business-IT alignment, and senior executives? needs. The framework is aimed to help board members, general managers, business line and IT executives to understand, measure, and manage IT governance in their respective organizations as a part of corporate governance. In the paper, special attention is paid to the conceptual validation of the framework and respective assessment instrument.

Therefore, to increase knowledge in field of entrepreneurial success and identify relationships between 'entrepreneurial' leadership and creative culture, scholarly and practical context papers are invited to this mini track aimed at debating, but not limited to, following questions:-

What is entrepreneurial leadership and how does it differ from organizational leadership?

Does creative culture starts new social ventures?

What is role of management and leadership in process of nurturing an entrepreneurial and creative culture; subculture?

Can leadership is catalyst in implementing and sustaining innovation and creativity?

Is leadership more effective on technopreneurship compared to educational entrepreneurship?

Does the relationship between entrepreneurial leadership and social entrepreneurship exist?

How leadership can be supportive of creative people?

Do you find that work environment fosters or inhibits creativity and innovation?

Do you find innovation often happens despite, rather than because of management?

Do you find that most creative people bend and break rules and defy higher authority?

What kind of leadership encourages defiance of traditional cultures?

In an entrepreneurial leadership and innovation conceptual model, does creative culture play an intervening or moderating role?

What is role of woman entrepreneurship on cultural entrepreneurship?

Do you find creative people deserve internal recognition as well as rewards for creative work? Is it responsibility of leadership in rewarding creative work?

Do you find entrepreneurial leadership provides on--job support, encouragement, and reinforcement to creative people?

What is role of leadership and entrepreneurial-creative culture on new product development and research and development (R&D)?

Which leadership style positively relates to Hofstede's four cultural dimensions (e.g. Individualism vs. Collectivism; Masculinity vs. Femininity; High ...