MedPro Pty Ltd: HRM Report on Corporate Entrepreneurship Analysis

This report provides a comprehensive analysis of corporate entrepreneurship within MedPro Pty Ltd, an Australian high-tech medical equipment manufacturer. The study assesses the current state of entrepreneurship by examining employee perceptions of management support, work discretion, rewards, time availability, organizational boundaries, and company culture using an Entrepreneur Intensity (EI) dataset derived from surveys. The report also evaluates the company's readiness across key dimensions of innovativeness, risk-taking, and pro-activeness, based on surveys of top management. The findings indicate areas for improvement, particularly in management support, work discretion, and fostering a more entrepreneurial culture. The report recommends specific actions for the HRM department to enhance entrepreneurship intensity, focusing on increasing risk-taking among employees, fostering innovativeness, and promoting pro-activeness to improve overall company performance. The report highlights the need for a more flexible and supportive environment to drive entrepreneurial activities within MedPro Pty Ltd.

Human Resource Management: Corporate Entrepreneurship
Company Name: MedPro

Table of Contents
Introduction......................................................................................................................................3
Part 1: Analyzing and assessing the current state of corporate entrepreneurship in MedPro Pty
Ltd....................................................................................................................................................3
Part 2:...............................................................................................................................................8
Risk taking among employees.....................................................................................................8
Innovativeness among employees..............................................................................................10
Pro-activeness among employees..............................................................................................12
Conclusion.....................................................................................................................................13
References......................................................................................................................................15

Introduction
The purpose of this report is to analyze and assess the current state of corporate
entrepreneurship in a company, called MedPro Pty Ltd and then propose a course of action for
fostering entrepreneurship and innovation with the firm. It is an Australian high-tech medical
equipment manufacturer, which is involved in exporting a range of products for last 15 years.
The company looks forward to understand its current state of corporate entrepreneurship. For
this purpose; the company has collected primary data from top management and employees of
MedPro Pty Ltd. While collecting primary data, it has been ensured that data are collected from
different levels of the organization including CEO, General Managers and Employees. The
demographic variation with regard to job profiles tends to capture the reliable and valid data.
The report covers basically two parts; the first part deals with analysis and assessment of
the current state of corporate entrepreneurship with the company. On other hand, the second part
is concerned with making brief recommendations of what the HRM department could do to for
enhancing the levels of corporate entrepreneurship within the firm. The proposed
recommendations are based on findings collected from primary data.
Part 1: Analyzing and assessing the current state of corporate entrepreneurship in MedPro
Pty Ltd
In order to assess the current state of corporate entrepreneurship in the company,
Entrepreneur Intensity (EI) dataset has been created. This data sheet is based on survey of 15
employees and 78 questions that has been divided into 6 Sections. Among these 15 respondents,
5 are female and 10 are male. It has been found from data under Section 1: Management support
for Corporate Entrepreneurship that the company has an average score of 1.6 out of 5 (Refer to

Appendixes 1) on this dimension of entrepreneurship intensity. In addition, the average of
standard deviation is 0.5. The data under that section indicates that only about 32% of employees
think that management support for corporate entrepreneurship is appropriate and adequate within
the company. It implies that about two-third (68%) of the respondents see a need of better
management support for developing entrepreneurship intensity within the company. It is also
found from the collected data that the average of standard deviation for section 1 is 0.5, which
shows a lower degree of variation among responses of employees.
The section 2 of Entrepreneur Intensity (EI) dataset is concerned with work discretion at
MedPro Pty Ltd. The section deals with the degree by which employees are given freedom to
take their own decision and make mistakes. In the response of this section, quantitative figure
shows an average of 2.5 and an average for standard deviation is 0.6. The quantitative data
shows that half of the respondents about 50% feel that they enjoy reasonable work discretion in
the company. On the other hand, equal share of respondents feel that they do not enjoy work
discretion while working with MedPro Pty Ltd. The standard deviation of 0.6 shows a moderate
variation in the responses of 15 respondents when it comes to measuring the factors of work
discretion.
In the context of section 3, which is concerned with reward and reinforcement, it is found
that mean for responses is 3.9 that shows that respondents are satisfied with rewards system that
is a key component of EI. The company has a good culture of sharing appreciation and it is
evident from responses of 16 employees, who state that “My manager would tell his/her boss if
my work was outstanding”. The mean against this question is equal to 4.7 that show a tendency
of strongly agree responses. The mean for standard deviation in section 3 is 0.6 and it signifies a

very low variation in the responses of participants with regard to different questions. It shows a
pattern that data is not showing any high variation among group members.
The section 4 of EI deals with time availability and it consists of 6 questions. These
questions are driven with the purpose of understanding the allocation of time for other purposes
than doing the core job of an employee. It is found that mean of this section is 2.7 that shows a
moderate availability of time for doing creative and innovative work that promote
entrepreneurship in the company. The standard deviation of this section is 0.7 that tends to
reflect towards a moderate variation within the response of 16 employees. The employees of the
firm agree with the statement that “My job is structured so that I have enough time to think about
wider organizational problems” and this statement has the highest acceptance within section 4
with a mean score of 4.5 out of 5. However, employees of MedPro Pty Ltd do not believe that
they have right amount of time and work load to do everything well. It implies that although the
job is structured at MedPro Pty Ltd, the employees do not get enough time to do everything
equally well. This creates a need to provide enough time for employees to do their work.
In the context of section 5, which deals with the issues of organizational boundaries, it is
found that the mean score is equal to 3.2. The mean score clearly shows that employees have a
neutral attitude, when it comes to understanding the organizational rules and regulations. It is
found that standard deviation of this section is equal to 0.7 that denotes a lower degree of
variations among responses of the employees. It is worth pointing here that one of the questions
under section 4 has got a standard deviation of 0, it implies that all of the respondents have
ranked this dimension equally. The question is related to be written rules and procedures that
exist for doing major tasks for employees. Employees feel that there are not too many rules and

regulations that guide them at workplace. It implies that more clarity should be promoted by the
company for encouraging EI.
The last section of EI is associated with Specific Climate Variables of the company and it
is basically concerned with corporate culture. The mean for this section is 3.2 and it denotes that
company’s culture is not very positive for developing EI. The sixth section has a standard
deviation of 0.5 that signifies that responses of employees are not showing high variation within
the group of 16 employees. It should be noted that one a few dimensions like “our company is
organized in a way that encourages managers to "micromanage" employees and projects” is a
clear reflection of rigid chain of command that limits entrepreneur intensity of respondents.
It is also evident form data of section 6 that employees full agree with the statement that
an overly bureaucratic structure has acted as a barrier and has taken away employees’ ability to
be entrepreneurial in this company. On the basis of these findings, it can be stated that the
company needs a fundamental change to make its hard and soft system more consistent with
entrepreneurial activities. It starts with making the employee pro-active for creative and
innovative activities. It is also important to understand that employee needs to improve its risk
taking propensity in order to consolidate the gains of entrepreneurial intensity within MedPro Pty
Ltd.
The report also presents an analysis regarding degree of entrepreneurship and frequency
of entrepreneurship within MedPro Pty Ltd with the help of entrepreneurial intensity survey. It
should be noted that this survey has been conducted with the help of 6 employees only 1 CEO
and 5 Top Mangers. The purpose of this survey can be identified as assessing the readiness of the
firm with regard to three major dimensions of Entrepreneurial Intensity including innovativeness,
risk-taking and pro-activeness. It is found that the company scores a mean of 2.3 out of 5 on the

dimension of degree of entrepreneurship and it has a standard deviation of 1.2. A high standard
deviation of 1.2 tends to reflect towards greater variation among the response of participants.
The top management employees find that risk –taking ability is low among employees
with a mean score of 1.8. It should be noted employees need to be trained for identify
opportunities and exploit them despite a certain degree of risk involved in it. The company faces
a challenge of introducing new products in comparison to its competitors and it can be analyzed
in the light of collected data. The CEO along with the top management gives a low mean score
of 1.8. It denotes that the company lacks effective skills for encouraging innovation at the work
place. It has an adverse impact on the company’s ability to launch a new product in comparison
to its competitors.
The questions related to frequency of entrepreneurship are associated with measuring the
perception of the CEO and the top manger in terms of products, service and process. It is evident
form data that benchmarking new introduction of products, service and process are likely to give
strengths to the entrepreneurship of the organization. In this regard, it should be noted that
questions like improvement associated with modification and revision of services become crucial
form organizational point of view. It is worth pointing here that management is aware of
elements that would be required to improve entrepreneurship intensity in MedPro Pty Ltd. This
start with setting up a standard process, which bring a lot of clarity about rules and regulations
that need to be followed for doing regular work.
It should be mentioned here that employees’ survey show a clear need of establishing a
process that makes system flexible and friendly enough to do the jobs. On the basis of analysis
that captures the results from employees and top management, it can be stated that the MedPro
Pty Ltd needs to work on three basic dimensions in order to improve its entrepreneurship

intensity. The below section presents detailed plan about measures need to be taken into account
for improving the entrepreneurship intensity of the firm.
Part 2:
Entrepreneurship Intensity (EI) can be understood as the position of a company on a conceptual
scale that varies from extremely conventional to extremely entrepreneurial. The concept of EI is
introduced to capture both amount and degree of entrepreneurship in a given organization
(Blackburn 2016). Entrepreneurial direction is explored in the form of an organization level-
variable. This concept shed light on exploring the extent (frequency and degree) to which a
company is innovative, risk-taking and proactive. Feki and Mnif (2016), shows that the levels of
EI are majorly associated with the actions of company performance. The grid helps in
identification of various strategic entrepreneurial postures. An appropriate combination for an
organization depends upon the industry and the market context.
From the results of the primary data, it can be analyzed that MedPro needs to work on enhancing
its EI. Further it can be seen that being more entrepreneurial does not necessarily leads to better
performance. However, the company can do much better by having an appropriate combination
of degree and frequency for its business to be a superior performer. In order to Advance its EI, it
is recommended for the company to work on three factors mainly risk-taking, innovativeness and
pro-activeness among its employees. When employees will show these traits, EI of the company
will increase leading to high performance within the industry.
Risk taking among employees
Risk can be defined as a situation which requires exposure to danger. In today’s workplaces
these dangers have become common. Risk taking involves engagement of certain resources with

activities that have high possibilities of failure with the reason of grasping possible high benefits.
Different people vary in their own propensities of taking risks. However, Harjoto and Laksmana
(2018) have shown that relevance of assumed risk is equal to achievement of innovation. This
achievement of innovation lays on great deal of uncertainty. Therefore, it is important for
employees to take bold decisions and steps necessarily. In the words of García-Granero et al
(2015), risk taking is highly valued and treated as necessary for innovation and prolong success.
However, it is essential for an organization to focus on building a risk-taking climate so that
positive behavior can be signaled to employees depicting risk-taking behaviors. A number of
evidences show that risk taking is one of the characteristic for measuring innovativeness and
leadership in an organization (Feki and Mnif 2016).
Entrepreneurship leadership can help the employees of MedPro to encourage and stimulate risk-
adverse behaviors (Leonidou et al. 2018). It will help in building risk propensity and a culture of
risk. The fear of risk can be minimized in the organization by providing with training sessions
and setting the model for risk culture (Vanhala and Ritala 2016). When the employees will be
exposed to training, they will be able to build attitude, develop skills, confidence and abilities to
deal with unexposed and unknown (Faccio, Marchica and Mura 2016). A number of risk taking
leaders will help in leading the way by being an example in order to make employees bold and
fearless. When the leaders step out of their comfort zones, try new things and takes risk in
business, it sends a powerful message of being valued (Harjoto and Laksmana 2018). Thus, they
help other employees do the same despite of good or bad results.
Increase in the willingness of employees to take risk will make the management a risk taker
(García-Granero et al. 2015). In addition, it is important for MedPro to have continuous
communication among the leaders and employees by holding regular meetings. In these

meetings, management must inform employees about the progress made and seek for their
opinions and suggestions for future growth. New behaviors among the employees will be
developed when they are supported and encouraged (Faccio, Marchica and Mura 2016). They
will then be able to apply a range of tools and knowledge within the functions of an organization.
This will increase risk tolerance and capability. Today’s dynamic workplaces require change
continuously. Therefore, it is essential for MedPro to stay committed to building risk taking
culture and remain consistent.
Innovativeness among employees
The ability of a company to innovate is the primary factor for attaining and sustaining
competitive advantage. In respect to this, it is essential for MedPro to support this idea and
encourage innovative behaviors within all levels of the organization. It is well-known that these
behaviors have high chances of bringing positive influence in overall organizational
effectiveness. Faccio, Marchica and Mura (2016), showed that the innovative and risk-taking
have a fruitful relationship. A person having both of these is all about challenging the position
quo of certain aspect of an organization. From the perspective of an employee, consequences of
such challenge are uncertain. The person showing innovative behavior in organization might also
face negative consequences when they fail. Thus, employees that decide to behave in an
innovative way assume taking a certain amount of risk which comes from uncertainty of the
events and the potential resistance from their co-workers (Akgün et al. 2016). Competent
leadership plays an important role in achieving higher innovativeness through risk taking. It is
safe to say that corporate performance of firms is shaped by uninterrupted innovation and ability
to compete in the global markets.

Innovation is very important for MedPro as it functions in the pharmaceutical industry which is
characterized by dynamism and competition. In order to develop employee creativity and
innovation, it is essential to have a balanced combination of autonomy and collaboration
(Husain, Dayan and Di Benedetto 2016). Senior managers must adopt a leadership approach to
influence organizational processes. They must communicate a compelling vision and set up an
organizational structure that supports innovativeness among its employees. The climate of
innovation must have components such as freedom, autonomy, resources, encouragement to
creativity, pressures and organizational hindrances (Vanhala and Ritala 2016). Innovation in
MedPro could best be envisioned through creative actions that are influenced by members of
management in the work environment. This will help in enhancing the innovative climate as
employees will get to share their perception about the structure and practices in the company.
It is equally important for MedPro to hire employees that have different perspectives and come
from different backgrounds. Employees must understand the vision and have passion to solve
problems through an innovative approach. Regular meetings must be organized to give
employees a break to inspire new thoughts and think openly. Doing this will make them feel
empowered to step out of their comfort zone and explore new opportunities (Husain, Dayan and
Di Benedetto 2016). These meetings will also act as a collaboration space for employees where
they can interact and get into informal discussions to enhance employee relationship and trust.
This will ultimately build a climate for innovation and relaxation for employees. Also, training
sessions can be developed which will encourage employees at MedPro to have new approaches
to build products and do business (Akgün et al. 2016). Finally, MedPro must invest in
appropriate resources for innovation so that employees can feel empowered and cared.

Pro-activeness among employees
Pro-activity can be understood as the will to take initiatives in order to improve the existing
situations. This ability involves challenging the status quo rather than accepting the present
situations passively. Bakar and Zainol (2015) shows that pro-activity is self-initiated and requires
future oriented steps that focus on changing and improving the existing situations. The present
workplaces are often surrounded with dynamic problems which can be resolved only through
proactive solutions. Linyiru and Ketyenya (2017), shows that proactive employees are self-
motivated and have innovative solutions to anticipate and prevent problems. These people
continuously scan for opportunities and set effective, change-oriented objectives. Proactive
behavior has a variety of payoffs in era of workplaces that require constant changes. Proactive
behavior is just like another work behavior which requires functions of both individual
characters and work culture. This type of behavior can be developed and sustained through
approaches like training, inspiring, selecting and liberating.
Proactive behavior can drive progress and positive changes in organizations like MedPro. Pro-
activeness while selection of employees can be accessed through self-report measure, analysis of
the past achievements and relevant interview questions. Training and development will help
employees to improve pro-action by laying emphasis on different elements of behavior. In
addition, it is important for MedPro to develop required skills in order to increase the chances of
success in taking initiatives. This will also help the company to increase employee’s confidence
and self-efficacy. These skills majorly involve problem detection, creativity, innovation, change
management and advance thinking (Linyiru and Ketyenya 2017). It is seen that humans depict
behaviors naturally especially when they are inclined. It is essential for managers to allow
flourishing of proactive behaviors in order to increase EI. This can be done by making