60beec981908622a3312b4dc 1628613582 GE 11 - SIM PDF

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UNIVERSITY OF MINDANAO
Tagum College
Department of Business Administration Education

Marketing Management Program
Physically Distanced but Academically Engaged
Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)
Course/Subject: Entrepreneurial Mindset
Name of Teacher: Jimnanie A. Manigo, MBA
THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR

REPRODUCTION AND DISTRIBUTION OUTSIDE OF ITS INTENDED
USE. THIS IS INTENDED ONLY FOR THE USE OF THE STUDENTS
WHO ARE OFFICIALLY ENROLLED IN THE COURSE/SUBJECT.
EXPECT REVISIONS OF THE MANUAL.
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Course Outline: Entrepreneurial Mindset
Course Coordinator: Jimnanie A. Manigo, DBA

Email: jimnaniea@gmail.com
Student Consultation: By appointment
Mobile: 0977-3543689
Telephone: UMTC phone number please….
Effectivity Date: June 2020
Mode of Delivery: Blended (On-Line with face to face or virtual sessions)
Time Frame: 54 Hours
Student Workload: Expected Self-Directed Learning
Requisites: none
Credit: 3
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virtual sessions.
Course Outline Policy
Areas of Concern Details

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Email: deansofficetagum@umindanao.edu.ph
Phone: 0909-994-2314
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Phone: 0950-146-0963
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Course Information – see/download course syllabus in Schoology LMS
CC’s Voice: Hello there! Good day! Welcome to this course Entrepreneurial Mindset. As a
business administration student, it is crucial to develop a deep sense of
entrepreneurship as we journey in the business world. This mindset can help us
discover the potentials around us and transform the existing resources into an
innovative and meaningful business idea that answers the needs of our target
market.
CO As a student of this course you are expected to explain and analyze the concepts
of entrepreneurial mindset and relate to real word experiences and observations.
Let us begin!
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Big Picture A
Week 1-2: Unit Learning Outcomes (ULO): At the end of the unit, you are expected to
a. Define what is mindset, entrepreneurship, entrepreneur and entrepreneurial mindset

b. Analyze the entrepreneurial process
a. Big Picture in Focus: ULO a. Define what is mindset,

entrepreneurship, entrepreneur and entrepreneurial mindset
Metalanguage
The following are terms to be remembered as we go through in studying this unit. Please
refer to these definitions as supplement in case you will encounter difficulty in understanding this
unit.
1. Value. “It is the customers' evaluation of the merits of a product or service and its ability to
meet their needs and expectations, especially in comparison with its peers.” Source:
https://www.investopedia.com/terms/p/perceived-value.asp
2. Effectuation. “This means affordable loss rather than expected returns; strategic alliances
rather than competitive analysis, exploitation of contingencies rather than exploitation of pre-
existing knowledge and, as previously stated, controlling an unpredictable future rather than
predicting an uncertain one.” Source: Sarasvathy (2001a)
This also means “a process that starts with what one has (who they are, what they know,
and whom they know) and selects among possible outcomes”. Source: Hisrich et al.,(2017)
Essential Knowledge
What is Mindset?
In order to grasp the meaning of entrepreneurial mindset, let us first dig into the meaning
of the two words separately. Below are definitions of “mindset” and their sources.
Definition Source
“mental attitude or inclination.” Merriam-Webster
“Your mindset is the sum of your knowledge, Thum, Myrko. 2012. The right
including beliefs and thoughts about the mindset: Change your mindset in 6
world and yourself in it. It is your filter for Steps. Retrieved from: http://
information you get in and put out. So it www.myrkothum.com/mindset/.
determines how you receive and react to
information.”
“a mindset can be fixed or growth-oriented.” Dweck, C.S. 2006. Mindset: The new
psychology of success. New York:
Ballantine Books.
"a mindset is a habit that requires practice" Gupta, A.K., and V. Govindrarajam.
2002. Cultivating a global mindset.
Academy of Management
Executive 16 (1): 116–126.
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Two Types of Mindset
1. Fixed mindset. This is when one perceives his talent and abilities as a set of traits. This
person is upholding the idea that his brains and talents alone are sufficient. When thrown with
constructive criticism, this person takes in personally. When they see others succeed, they
believe it was because of luck or other unreasonable advantage. Usually, this type of person will
acknowledge that he is not good in something in order to avoid challenge or failure.
Example: "Starting up an online business requires a lot of digital marketing skills and experience.
You are terrible with computers! Are you sure you can do it?"
2. Growth mindset. This is when one perceives his talent and abilities as a set that can be
improved. This person upholds that when there is constant dedication, sufficient effort and
correct process, there will always be a chance to improve. This person engages himself in
meaningful learning activities and practice. When struck with failure, this person sees this event
as an opportunity for growth.
Example: "I might not be good with computers but I think that is something I can learn as long as
I deeply commit to it. I need to learn the skills and have experience so that I can succeed."
What defines Entrepreneur(ship)?
A lot of literatures defined who is an entrepreneur and what entrepreneurship is for ages.
Below is a table showing the definitions, emphasis and origin.
Definition Emphasis Origin

The entrepreneur shifts Creates value Jean Baptiste Say
economic resources out of an (1800s)
area of lower and into an
area of higher productivity
and greater yield
The function of entrepreneurs Change agent/creative Joseph Schumpeter
is to reform or revolutionize destruction (1942)
the pattern of production …
by exploiting an invention or,
more generally, an untried
technological possibility for
producing a new commodity
or producing an old one in a
new way, by opening up a
new source of supply of
materials or a new outlet for
products, by reorganizing an
industry and so on
The pursuit of opportunity Resourcefulness and Howard Stevenson
without regard to resources uncertainty (1983)
currently controlled
The entrepreneur always Opportunity Drucker (1985a, b)
searches for change,
responds to it, and exploits it
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as an opportunity
The discovery, evaluation, Entrepreneurship as a Shane and
and exploitation of process Venkataraman (2000)
opportunities
Entrepreneurial thinking Effectuation Saras Sarasvathy
differs from managerial or (2005)
strategic thinking
Source: Bosman, L., Fernhaber, S., & SpringerLink (Online service). (2018). Teaching the entrepreneurial
mindset to engineers. Switzerland: Springer International Publishing.
It can be observed that entrepreneurs are called entrepreneurs not because of the size
or age of business but because of the business activity which places innovation in the center.
This ability to inject innovation is regarded as the most crucial contribution of entrepreneurs. It is
therefore wrong to ask if one is an entrepreneur but rather ask how entrepreneurial the person is.
Since entrepreneurship involves discovery, evaluation, and exploitation of opportunities, it
becomes even more relevant with the current speed of technology updates. An entrepreneur
continues to discover, evaluate and exploit possible key areas to further the growth of technology
and other sectors.
These innovative activities could be in the form of the following according to Schumpeter
(1942).
1. New goods
2. New methods of production
3. New markets
4. New sources of inputs
5. New types of organizing
Moreover, according to Brooks (2013) there several types of innovation and these
includes the following.
1. Disruptive innovation. This means new products or service that initially started at the bottom of
the marketplace but eventually moved up and removed the competitor. An example to this are
mobile phones. When it started as a replacement for home phones, it wasn't a hit due to poor
designs. As the developments continued, it eventually took over the market.
2. Reverse. This innovation happens when a product was first introduced in developed countries
and later introduced in developed markets. An example to this is when Nestle developed dried
noodles for Asians but it became so popular for the rest of the world.
3. Incremental. Incremental innovation happens when small improvements on the products or

service are done but not totally changing the entire product or service. This kind of innovation is
usually used in mobile phones, laptops and automobiles.
4. Breakthrough. This innovation happens when a new product or service that has never existed
appears in the market. Companies with excellent research and development teams usually
deliver this kind of innovation. An example to this is the internet.
5. Open. This innovation occurs when a company taps the internal and external ideas to improve
their current operations. This collaboration in innovation usually happens in automobile
production. External ideas could come from customers or technology oriented firms that could
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help in improving the production process.
The entrepreneurial mindset
After defining “mindset” and “entrepreneur(ship)”, we will proceed to defining

entrepreneurial mindset. Below are the meanings and sources.
Meaning Sources
Five characteristics of the entrepreneurial mindset in McGrath, R.G. and I. MacMillan.
common with habitual entrepreneurs 2000. The Entrepreneurial
Mindset. Harvard Business School
1. They passionately seek new opportunities. Press.
2. They pursue opportunities with enormous
discipline.
3. They pursue only the very best opportunities and
avoid exhausting themselves and their organizations
by chasing after every option.
4. They focus on execution—specifically, adaptive
execution.
5. They engage the energies of everyone in their
domain.
The ability to quickly sense, take action, and get Blundel, R., Lockett, N., & Wang,
organized under certain conditions. C. (2017). Exploring
entrepreneurship. Sage.
This refers to a specific state of mind that orientates Gandhi, S. J., & Sharma, N.
human conduct toward seeking opportunities, taking (2016). Innovation and
risks to realize those opportunities and have the entrepreneurship. 2nd edition;
tenacity to push an idea through to make it a reality. engineering management
handbook, 2nd edition, huntsville
(2nd edition ed., pp. 379-392).
Huntsville: American Society for
Engineering Management
(ASEM). Retrieved from
https://search.proquest.com/docvi
ew/2173845017?accountid=31259
This refers to the awareness and focus on identifying Laverty M. & Little C. (2020).
an opportunity through solving a problem, and a Entrepreneurship. OpenStax, Rice
willingness to move forward to advance that idea University. Retrieved from
https://openstax.org/details/books/
entrepreneurship.”
This state of mind needs to be practiced constantly in order to become a habit. A person
having entrepreneurial mindset is drawn to opportunities, innovation and new value creation.
This mindset is crucial is initiating and furthering a business venture.
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Self-Help: You can also refer to the sources below to help you further
understand the lesson
Bosman L., Fernhaber S. (2018) Defining the Entrepreneurial Mindset. In: Teaching the
Entrepreneurial Mindset to Engineers. Springer, Cham
Gandhi, S. J., & Sharma, N. (2016). Innovation and entrepreneurship. 2nd edition; engineering
management handbook, 2nd edition, huntsville (2nd edition ed., pp. 379-392). Huntsville:
American Society for Engineering Management (ASEM). Retrieved from
https://search.proquest.com/docview/2173845017?accountid=31259
Let’s Check
Let us try the following activities to check your understanding in this unit.
Activity 1. Identification. In the space provided, write the term/s being asked in the following
statements: (One point each)
___________________ 1. This refers to a person's tendencies especially when reacting to

information. This can be fixed or growth-oriented.
____________________ 2. The type of mindset that is open for improvements.
____________________ 3. "My talents and skills will never improve". What mindset is this?
____________________ 4. This refers to a person who creates value, innovate and pursues
opportunities.
____________________ 5. This innovation happens when there is a completely new product or
service.
___________________ 6. This innovation happens when the business owner decided to
improve several features of his product.
____________________7. This innovation happens when the fertilizer company is
communicating with farmers to better address their needs.
___________________ 8. This refers to the constant ability to seek opportunities, take risks
and make an idea into a reality.
____________________9. This process starts when one is evaluation what he has and
calculates possible outcomes.
___________________ 10. This refers to the customers’ evaluation of the product’s usefulness
in meeting his needs.
Activity 2. True or False. In the space provided, write T if the given statement is true and F if
false. (One point each).
_____ 1. Mindset is always fixed.
_____ 2. An entrepreneur is up for innovation.
_____ 3. Innovative activities are limited to new goods and new markets.
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_____ 4. Reverse innovation happens when a third party is discussing ways to improve current
product.
______ 5. The case for Nestle noddles is an example of disruptive innovation.
Let’s Analyze
Let us try the following activities to know how deep your understanding of the topics of
this unit is.
Activity 1. List 5 entrepreneurs you know and cite 3 remarkable traits they have.
Names Remarkable Trait

Example : Richard Branson 1. pursuing innovative ideas
2. persistent in getting funding
3. people-oriented
1.
2.
3.
Activity 2. Open Innovation sometimes demands collaboration among customers and

manufacturer. As an example, car manufacturers are in constant contact with car users in order
to improve the specifications of a car model. In the table below, cite three business types or
industries that is doing open innovation and explain.
Industry/Business Explanation
1.
2.
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3.
Activity 3. Case Study
Instructions.
1. Download and read the Case Crafting a Future: Middle East Furniture Manufacturer
by: Rex Florencio Dagdag https://wdi-publishing.com/product/crafting-a-future-middle-east-
furniture-manufacturer/
2. Question: What recommendations can you make for Mr. Gervoso to improve his business?
Cite 5 and discuss.
1.
2.
3.
4.
5.
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In a Nutshell
In this part you are going to jot down what you have learned in this unit. The said
statement of yours could be in a form of concluding statements, arguments, or perspective you
have drawn from this lesson. The first three items is done for you.
1. Growth mindset is the best mindset for entrepreneurs. There will always be a chance
to improve our talents and abilities.
2. Entrepreneurial mindset can be achieved by habitual practice of pursuing innovation
and transforming the idea into a reality.
3. Innovation should be constantly pursued especially by entrepreneurs.
Now it’s your turn!

1.
2.
3.
4.
5.
6.
7.
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Q&A List
In this section you are going to list what boggles you in this unit. You may indicate your
questions but noting you have to indicate the answers after your question is being raised and
clarified. You can write your questions below.
Questions/Issues Answers
1.
2.
3.
4.
5.
Keywords Index
Fixed mindset Disruptive innovation
Growth mindset Reverse
entrepreneur Incremental
entrepreneurship Breakthrough
innovative activities Open
innovation
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Big Picture in Focus: ULO b. Analyze the entrepreneurial

process
Metalanguage
unit.
1. Marketing. "The process of planning and executing conception, pricing, promotion, and
distribution of ideas, goods, and services to create exchanges that satisfy individual and
organizational objectives" (AMA, 2013).
2. Networking. "The activity of meeting people who might be useful to know, especially in your
job." (Source: https://dictionary.cambridge.org/dictionary/english/networking)
Essential Knowledge
Entrepreneurial Process
The entrepreneurial process “is a course of action that involves all functions, activities
and actions associated with identifying and evaluating perceived opportunities and the bringing
together of resources necessary for the successful formation of a new firm to pursue and seize
the said opportunities (Bygrave, 1997:2; Cornwall & Naughton, 2003:62).”
Figure 1. Model of Entrepreneurial Process. Source. Based on Carol Moore’s model, presented in “Understanding
Entrepreneurial Behavior,” in J. A. Pearce II and R. B. Robinson, Jr., eds., Academy of Management Best Papers
Proceedings, Forty sixth Annual Meeting of the Academy of Management, Chicago, 1986.
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This model shows that the process starts with innovation followed by triggering event,
implementation and growth. This further shows how a person could get the idea through his
experiences or his relentless search. Pursuing the idea also depends on factors like family,
friends, career status, opinion leaders, economic conditions and resources. The triggering event
is the situation that somehow forced and led the person to pursue the idea. These situations
could include changes in job status. Many were fired and forced to do entrepreneurial activities
and eventually became successful. This triggering event could have different forms for different
people. The implementation is also influenced by several environmental conditions like policies,
competition, resources and other personal reasons. The growth stage of the Model of
Entrepreneurial Process is also influenced by personal and organizational elements.
Organizational elements could include team performance, organizational structure and culture
among others.
Moreover, these stages required several activities and demanded a number of skills.
The table below shows the respective activities and skills from each stages.
Stages Activities Skills

Entrepreneurial 1. Getting the idea 1. Technical skills
Process - Stage 1 2. Opportunity identification (idea/scanning
the environment, identifying the opportunity,
developing the opportunity, evaluating the
opportunity and evaluating the team) 2. Communication
3. Opportunity development 3. Problem solving
4. Opportunity evaluation 4. Motivation (need for
achievement)
5. Assessment of the entrepreneurial team 5. Adaptability to change
6. Time management skills
7. Financial management
8. Human resources
9. Marketing
10. Networking
Entrepreneurial 1. Motivation to become an entrepreneur 1. Technical skills (T/S)
Process - Stage 2 2. Planning 2. Problem solving
3. Gathering resources
3. Numeracy and literacy
4. Communication skills
5. Motivation (need for
achievement)
6. Adaptability to change
7. Learning abilities
8. Decision-making skills
9. Negotiating skill
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11. Human resources

12. Legal
13. Marketing
14. Networking
15. Planning
16. Role model interpretation
17. Ability to gather and
control resources
18. Calculated risk taking
Skills required for 1. improving organizational capabilities 1. Technical skills (T/S)
success in stage 3 2. implementing a management style in 2. Problem solving
order to grow managerial competencies
3. setting up production processes 3. Decision making skills

4. setting up structures and systems 4. Motivation (need for
achievement)
5. ensuring quality control 5. Time management
6. waste elimination and cost effectiveness
activities 6. Negotiating skills
7. dealing with distributors and suppliers 7. Communication skills
8. selling to customers 8. Adaptability to change
9. collecting the finance 9. Learning abilities
10. resolving operational problems 10. Business systems
management
11. fending off competitors 11. General management
12. steering the organization towards its 12. Financial management
goals and determining the key variables for
success
13. Human resources
management skills
14. ICT skills
15. Marketing
16. Networking
17. Operational
18. Planning
19. Value chain management
20. Creativity
21. Innovation
22. Opportunity recognition
23. Role model interpretation
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control resources

Entrepreneurial 1. Market expansion 1. Technical Skills (T/S)
Process - Stage 4 2. Technological change 2. Problem solving
3. Garnering resources 3. Adaptability to change
4. Operations 4. Learning abilities
5. Organizational development 5. Numeracy and literacy
6. Motivation (need for
achievement)
7. Time management
8. Communication skills
9. Negotiating skills
10. Decision making skills
11. Business systems
management
12. General management
14. ICT skills
15. Marketing
16. Networking
17. Operational
18. Research and
development
19. Creativity
20. Innovation
21. Opportunity recognition
control resources
From the above table, it can be noticed that only the motivation as a skill is considered
important in all of the stages in the entrepreneurship process. Moreover, marketing is deemed
important in all stage except in stage 2. The gathering of resources started to become an
important skill from stage 2 until stage 4. Opportunity identification is considered important in
stage 1 and 4. Furthermore, human resources management, financial management and
technical skills are deemed necessary in stage 3 and 4. Creativity can be seen as an important
skill for stage 1 and 3. Lastly, communication, operations and innovation skills are considered
key skills in stage 3.
The Opportunity Identification
The opportunity identification in the stage 1 of the entrepreneurial process includes

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opportunity identification.
1. Idea/scanning the environment. This involves macro scanning and micro scanning. Micro
scanning is done when one is studying the micro environment which involves the environment
that has a direct impact on the business being planned. These environments could influence the
daily undertakings of your business but the effects are usually not long-lasting. The micro
environment includes customers, suppliers, intermediaries, competitors and the general public.
On the other hand, the macro-environment is composed of environments that the company can't
control but can be really easily affected by it. Business establishments are usually encouraged to
track these environments for patterns and updates. The macro-environment of the firm includes
demographic forces, economic factors, technological factors, legal factors, political factors,
geographic factors, cultural factors etc.
2. Identifying the opportunity. The entrepreneur is encouraged to understand the difference

between challenges and opportunities. Opportunities can come from personal experiences or
from observations gathered as a result of research. The goal here is to seek better ways of
surviving the existing competition.
3. Developing the opportunity. The timely adaption of opportunities fit for the target market can
be a good ticket to succeed. Kodithuwakhu & Rosa (2002:434) defined this stage as the process
of combining resources in order to pursue the identified market opportunities. A systematic
research in order to refine the ideas of an entrepreneur is necessary in this stage.
4. Evaluating the opportunity. This screening and evaluation part is critical. A professionally
evaluated product or service is essential before taking the risk. Several authors suggested ways
in order to evaluate a business idea. The table below is suggested by several authors
((Timmons, 1999:109; Rwigema & Venter, 2004:171; Gartner et al, 1999:223; Carter et al,
1996:157). It is encouraged that an entrepreneurs must answer each questions.
Business factor Questions for evaluation

Product or service
• Description of the product or service, its differentiator, purpose
and the need it fills
• What competitive advantage / benefits does the product have?
• What is the required customer care support for this
product/service?
• Is the company able to produce product and supply required
aftercare support?
Market opportunity • Where is the market demand? What is the target market? Is it
generic or a niche?
• Industry characteristics (growth rates, change, entry barriers).
• What market share can the product reasonably expect today?
In 2, 5 or 10 years?
• Timing and length of the window of opportunity?
• What competition exists in this market? Substitutes? How big is
their turnover?
• How accessible are the desired distribution channels?
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Costing and pricing • How much will it cost to develop the product and commercialize
it?
• Where will the funds come from?
• How do the pricing, costs and economies of scale compare
with competitors?
• How easy is it to acquire equipment, skills and other inputs
required?
Profitability • Where is the money to be made in this activity? What are the
gross margins?
• Would the return on investment be acceptable? What is the
payback period?
• What are the cash flow patterns and the source of working
capital?
Capital requirements • How much capital (people, operating expense and assets) is
required to start?
• What are the long-term capital needs?
• How much of the required capital is secured and where will the
rest come from?
• What securities are available to guarantee the required funds?
• Is there a list of potential funders? In case the funders withdraw
their capital?
Issues and risks • What risks (real and perceived) are inherent with the
product/service?
• Industry based risks e.g. is the market on a decline?
• Are there plans for surviving the death of the lead
entrepreneur?
• Unreliable forecasts? Inadequate cash flow?
• Inability to grow with the demand or cope with shrinking sales?
• Supplier and value chain management?
5. Evaluating the team. A team with strong skills can pursue opportunities better. After evaluating
an opportunity, it is essential to check on the people who will make the idea into a reality.
Bygrave (1997) and Gartner et al (1999) suggested to evaluate the team using the questions
below.
Business
Questions for evaluation
factor
Focus • Is the founder really an entrepreneur, bent on building a company?
• Does the entrepreneur (or his team) have some experience (work or
industry)?
• Do they really like this product/sector? Do they really want this?
• Can the team create products to suit that market need?
• How stressful is the opportunity for the team?
Selling • Does the team have the necessary selling and closing skills?
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Management
• Who will work full time? Do your managers represent competitive
advantage?
• Does the team have the necessary management and technical
skills?
• If the required skills are not available, can they be acquired at
competitive rates?
• How is their relationship with the entrepreneur, commitment and
motivation?
Ownership
• Have the critical decisions about ownership and equity splits been
resolved?
• Are the members committed to these?
• Does the owners have enough financial capital for required own
contributions?
Universiteit van pretoria. The entrepreneurship process. Retrieved from

https://repository.up.ac.za/dspace/bitstream/handle/2263/24173/03chapter3.pdf?sequen
ce=4&isAllowed=y
Let’s Check
_________ 1. When one lost his job, he became convinced to pursue entrepreneurship. What
stage is this in the entrepreneurial process?
_________ 2. This is as a skill is considered important in all of the stages in the entrepreneurship
process.
_________ 3. This involves macro scanning and micro scanning.
_________ 4. This includes demographic forces, economic factors, technological factors, legal
factors, political factors, geographic factors, cultural factors etc.
_________ 5. This stage is the process of combining resources in order to pursue the identified
market opportunities.
_________ 6. This business factor is being considered when one is asking questions about the
competitive advantage of the product or service idea.
_________ 7. This business factor is being considered when one is asking about the list of
potential investors.
23
________ 8. This business factor is being considered in evaluation a team when one is asking
about the entrepreneurial background of the founder.
________ 9. In selling as a business factor for evaluating an entrepreneurial team, what are the
two skills needed?
_______ 10. When one is asking about a niche market, the business factor being considered is
called?
_______ 1. The gathering of resources started to become an important skill from stage 2 until
stage 4.
_______ 2. Creativity can be seen as an important skill for stage 1 and 3.
_______ 3. Motivation as a skill is considered important in the 3 stages of the entrepreneurship
process.
_______ 4. Communication, operations and innovation skills are considered key skills in stage
3.
_______ 5. Earthquakes and other geographic considerations are part of the microenvironment.
Let’s Analyze
this unit is.
Activity 1. List 5 government policies that affected the implementation of a business idea. It
could be positive or negative.
Government policy/law Effect

Example : RA 9211, also known as the 1. business establishments are required to
Tobacco Regulation Act of 2003, have a designated smoking area
2. those companies manufacturing
cigarettes were instructed to change their
packaging and use images that depicts the
illnesses brought by heavy smoking
3. the sale of cigarette to underage Filipinos
is strictly not allowed
1.
2.
3.
Activity 2. Problem solving is a necessary skill of entrepreneurs. Practice this skill by citing
three problems observed in the society and how entrepreneurs can fix it. Write in detail your
24
explanation.
Problem Explanation
1.
2.
3.
25
Activity 3. Case Study
Instructions.
1. Download and read the Case Boosting Roots with Analytics by: Brenda Quismorio https://wdi-
publishing.com/product/boosting-roots-with-analytics/
2. Use the table below in answering the Case Study Questions.
Case study Questions and Answers Table
Questions Answers
1. Based on the case, what was the

triggering event for Josef Singson to
start his business? Discuss using
the case facts and the
entrepreneurial process of Carol
Moore’s model.
2. Based on the case, what

opportunities for improvement can
be done by Josef Singson?
26
In a Nutshell
1. Entrepreneurs need to have a lot of skills. These skills need to be sharpened.

2. Opportunity Identification involves scanning the macro and micro environments of the
firm.
3. Microenvironment of the firm includes the environments that the business firm can’t or
can’t easily influence but the business firm can be easily affected by it. This includes the climate,
demographic, political and legal environments.

1.
2.
3.
4.
5.
6.
7.
27
Q&A List
1.
2.
3.
4.
5.
Keywords Index
Entrepreneurial Process Idea/scanning the environment
innovation Identifying the opportunity
triggering event Developing the opportunity
implementation Evaluating the opportunity
growth Evaluating the team
Opportunity Identification
28
Big Picture B
a. Describe Philippine cultural values and entrepreneurship

b. Explain the ethics and the social and legal responsibilities of entrepreneurs
Big Picture in Focus: ULOa. Describe Philippine cultural values and

entrepreneurship
Metalanguage
unit.
1. Cultural Values. The ideals held by a community as standards for social or interpersonal
behavior.
2. Attitudes. The way one sees things, persons, events, and circumstances.
3. Behavior. This is also referred as practices. This refers to how people respond under certain
situations.
Essential Knowledge
The Philippine Cultural Values and Entrepreneurship
In exploring the entrepreneurial mindset, it is important to consider a person’s cultural

mindset. The following are Filipino values that are favorable to entrepreneurship.
1. Pakikipagkapwa. This trait is about how a person treats and relate with the people around
him. This also encompasses the following.
i. concern for hiya (loss of face)

ii. pakikisama (togetherness or companionship)
iii. pakikibagay (adjusting or adapting to other people)
iv. pagmamalasakit (concern)
v. utang na loob (sense of gratitude)
vi. amor propio (self-esteem)
vii. bayanihan (cooperative spirit)
Pakikipagkapwa promotes the ideals of entrepreneurship because the person’s main

concern is providing better products and services so that he may not experience loss of face
(hiya). The togetherness or companionship (pakikisama) practice improves the entrepreneur’s
network and the reach of his business. The person’s ability to adjust or adapt to other people’s
ways will also help the entrepreneur provide more relevant products and services as he could
29
understand the needs and wants of these targets. Moreover, the concern (malasakit) of a
Filipino is also helpful in his entrepreneurial endeavors as this will push him to go the extra mile
in order to provide services and products to his customers. The customers often have different
needs and an extra touch will make customers delighted. Furthermore, the sense of gratitude
(utang na loob) will often make an entrepreneur look back and offer social responsibility
projects. In addition, a Filipino with high self-esteem often attracts more customers to trust in his
displayed confidence. Lastly, the cooperative spirit (bayanihan) of Filipinos is essential in his
entrepreneurial activities as this will make him more involved with his community and strengthen
his ties with his current target market.
2. Risk-taking (Lakas ng Loob). This trait is about pursuing a business without 100% assurance
that everything will turn out right. People without guts will shy away to new opportunities for
innovation in offering products and services. The Filipino term “Bahala na” exemplifies this trait.
This term projects optimism and not fatalism as this “Bahala na” is often followed by “remedy”
(improvisations) along the way. While giving their best, Filipinos also use the popular phrase
“nasa Diyos and awa, nasa tao ang gawa” (look to God for compassion and to man for action).
Moreover, gaya-gaya (copycat) is also attributed to Filipinos. This trait however is also helpful
for Filipino entrepreneurs as this is the easiest way to prepare and train an entrepreneur. When
a person is copying the best practice of others, he gains more confidence or lakas ng loob and
continue the journey of entrepreneurship.
Furthermore, the Filipino trait pakikipagsapalaran (sense of adventure) and close family ties add
to this risk-taking tendency of Filipinos. The send of adventure drives them to pursue innovative
undertakings and the knowledge that their family will support them boosts their confidence.
3. Katapatan (Sincerity). The strong spiritual and moral values evident among Filipinos
demands us to be honest in our different dealings. This trait moves the Filipino entrepreneur to
avoid dishonest and exploitative ways.
Moreover, this trait also promotes smooth labor-management relations. The entrepreneur offers
fair salary and expects a good and honest service from his employees. On the other hand, the
employees also render his honest service and expects fair treatment.
4. Social Mobility. Social Mobility means “the degree of difficulty or easiness a society or group
of people allows a member to go up or climb one social level to another”. Filipinos love rags-to-
riches stories and get inspired by stories of people with humble beginnings. This trait breeds
entrepreneurial dreams and talents.
5. Sipag (deligence), Katipiran (thrift or frugality), Pagkamatiisin (patient, with endurance) and
Pagtitimpi (self-control).
While Filipinos often hear the stories of “Juan Tamad” (Lazy John), Filipinos also have
ways to deal with the followers of Juan. Filipinos have the saying “Ang kasipaga’y kapatid ng
kayamanan” (Industry is the twin of prosperity) and “Ang tamad namamatay sa gutom” (The lazy
man starves to death). Moreover, the “katipiran” (thrift or frugality) among Filipinos is also
exemplified in the popular saying “Kung may sinuksuok, may madudukot” (Put aside something
today and tomorrow you’ll have something to draw from”. In addition, Filipinos are also known
for their enduring trait. Most work hard for the promise of giving their families a better life. Lastly,
Filipinos are known to have good tolerance. This is good as entrepreneurs face challenges in
emotional and physical pressure of the business undertaking (SERDEF, 2007).
30
SERDEF, 2007. Introduction to Entrepreneurship. U.P. Institute for Small-Scale Industries.
Let’s Check
________ 1. This refers to the degree of difficulty or easiness a society or group of people allows
a member to go up or climb one social level to another.
________ 2. "Bahala na" exemplifies this cultural value.
________ 3. The strong spiritual and moral values evident among Filipinos demands us to be
honest in our different dealings. This values is called.
________ 4. This trait is also helpful for Filipino entrepreneurs as this is the easiest way to
prepare and train an entrepreneur.
________ 5. This promotes the ideals of entrepreneurship because the person’s main concern is
providing better products and services so that he may not experience loss of face (hiya).
_____ 1. The Filipino’s sense of adventure is a useful trait among Filipino entrepreneurs.
_____ 2. The story about “Juan Tamad” reflects the Filipino entrepreneurs.
_____ 3. “Kung may sinuksuok, may madudukot” (Put aside something today and tomorrow
you’ll have something to draw from) is a Filipino saying which exemplifies Pagkamatiisin.
_____ 4. Filipinos don’t get inspired by rags-to-riches stories.
_____ 5. Gaya-Gaya (Copy-cat) is not a useful Filipino values.
31
Let’s Analyze
this unit is.
Activity 1. List 3 Filipino values that you can attribute to a successful entrepreneur. Discuss and
give examples.
Filipino Values Discussion

1.
2.
3.
Activity 2. What Filipino Values do you think you should enhance? Cite three and discuss.
Filipino Values Discussion

1.
2.
3.
32
Activity 3. Case Study Analysis.
Instructions.
1. Download and read the Case Crossroads for a Young Entrepreneur Wings of Fame by: Edgar
Allan Castro https://wdi-publishing.com/product/crossroads-for-a-young-entrepreneur-wings-of-
fame/
2. Use the table below in answering the Case Study Questions.
Questions Answers
1. What Filipino
values are visible
in the Case?
Discuss
thoroughly.
2. What other
Filipino values do
you think are
necessary for Jaap
Bala and his
group? Discuss
thoroughly.
33
In a Nutshell
1. Filipino’s copy-cat tendencies are sometimes useful in training entrepreneurs.

2. Maintaining good relationship with our neighbors will be good for business.
3. Social mobility is very much supported here in the Philippines.

1.
2.
3.
4.
5.
6.
7.
34
Q&A List
1.
2.
3.
4.
5.
Keywords Index
Pakikipagkapwa Katapatan (Sincerity)

Risk-taking (Lakas ng Loob) Social Mobility
gaya-gaya (copycat) “katipiran” (thrift or frugality
pakikipagsapalaran (sense of
adventure)
35
Big Picture B in Focus: ULOb. Explain the ethics and the social and legal responsibilities
of entrepreneurs
Metalanguage
unit.
1. Policy. “This is a set of ideas or a plan of what to do in particular situations that has been
agreed to officially by a group of people, a business organization, a government, or a political
party”. Source: https://dictionary.cambridge.org/dictionary/english/policy
2. Law. “Refers to the system of rules of a particular country, group, or area of activity”. Source:
https://dictionary.cambridge.org/dictionary/english/law?q=Law
Essential Knowledge
The ethical and social responsibilities of entrepreneurs
While entrepreneurs often have responsibilities to their shareholders, they also have
responsibilities to their stakeholders. The stockholders are composed of small group of people who
are owners of the company while the stakeholders are composed of a larger group that includes all
the people and organizations which have interest in the business. Stakeholders of schools include the
parents, government and community. Meanwhile, the stockholders are the registered and recognized
owners of the private school.
Ethics originated from the Greek word "ethos" which means "character or customs or
accepted behaviors. Ethics now refers to the established standard of what is right and wrong that
prescribe a person of what he ought to do. This set of principles drive the person or organization in
their various undertakings. When these ethical standards are used, a person or organization can
thereby regulate their behaviors in order to clearly distinguish what is right and wrong in the lens of
other people.
Other meanings of Ethics are the following as stated by O'Donnell (2014).
1. Ethics can be defined as the discipline dealing with moral duties and obligation, and
explaining what is good or not good for others and for us.
2. Ethics is the study of moral decisions that are made by us in the course of performance of our
duties.
3. Ethics is the study of characteristics of morals and it also deals with the moral choices that are
made in relationship with others.
4. Ethics is concerned with truth and justice, concerning a variety of aspects like the
expectations of society, fair competition, public relations, social responsibilities and corporate
behavior.
Moreover, business ethics as a form of applied ethics is concerned with the sense of
ethics application in the moral and ethical norms of a business. Business ethics therefore means
a "code of conduct" which includes the principles and expectations that should be followed by a
36
member of a business organization. A person is considered full of integrity when he is able to

carefully follow the code of conduct at all times.
The social responsibility of a business organization is influenced by their business

ethics. Social responsibility means the obligation of the business to the society in which the
business is operating. The obligations include following the stated laws and policies and
sometimes extend to generating employment for others in order to maximize the human capital
of the area.
Jerusalem, Palencia, & Palencia (2017) cited that the following are the responsibilities
and accountabilities of entrepreneurs.
Responsibilities and accountabilities to employees
1. Pay wages and taxes

2. Create and maintain a safe workplace
3. Facilitate workers' compensation insurance
4. Enforce anti-discrimination law
5. Create and maintain a favorable working environment
6. Respect human rights
7. Support career development
8. Train and educate employees
9. Manage performance
10. Give rewards and benefits
Responsibilities and accountabilities to the government
1. Observe laws, rules and regulations

2. Pay taxes
3. Follow environmental regulations
4. Abide by labor laws
5. Avoid restrictive trade practices
6. Disclose financial statements
7. Avoid corruption
8. Assist in implementing socio-economic policies
9. Help earn foreign exchange
10. Advise the government
11. Contribute to government treasury
12. Contribute to political stability
Responsibilities and accountabilities to creditors
1. Give correct information

2. Provide fair return of investment
3. Strengthen share prices
Responsibilities and accountabilities to the suppliers
1. Practice fair pricing and licensing

2. Avoid coercion and litigation
3. Maintain stability
37
4. Maintain confidentiality
5. Pay on time
6. Select suppliers with discernment
Responsibilities and accountabilities to consumers
1. Ensure quality of products and services

2. Ensure consumers' health and safety
3. Provide free training
4. Be fair with prices
5. Be honest in advertising and marketing
6. Be honest in dealings
7. Attend to complaints
8. Service even after sales
9. Respect customers' time
10. Treat customers well
Responsibilities and accountabilities to the general public
1. Be fiscally responsible
2. Consider public input
3. Take care of the community
Responsibilities and accountabilities to the environment
1. Comply with environmental legislation

2. Dispose waste properly
3. Recycle
4. Conserve and protect biodiversity
5. Prevent and remedy damages to environment
6. Report incidents related to damage or danger to the natural environment
7. Use scarce natural resources sparingly
Legal issues in Entrepreneurship
Entrepreneurs often face the challenge of establishing their own structure.

Entrepreneurs are expected to pursue innovation while considering the legal constraints and
limitations. This offered pressure to new entrepreneurs as they need to learn the legalities and
be constantly updated with new policies that concerns their business.
The following are the some of the most common legal issues in Entrepreneurship.
1. Intellectual property (IP). This “refers to creations of the mind: inventions; literary and
artistic works; and symbols, names and images used in commerce” (WIPO, 2016). This IP rights
allow the creators and owners to be legally protected. This IP is promoted in order to foster
progress and well-being of humanity because the inventions of various people hugely aid in
making our life better each day. The legal protection will ignited economic growth and generate
more jobs. A patent is “an exclusive right granted for an invention – a product or process that
provides a new way of doing something, or that offers a new technical solution to a problem”.
This protection usually lasts 20 years. A trademark “a distinctive sign that identifies certain
goods or services produced or provided by an individual or a company” (WIPO, 2016).
38
The Two Categories of Intellectual Property
A. Industrial Property - the patents for various inventions, trademarks, industrial

designs and geographical indications are included in this category.
B. Copyright - this "includes the literary works (such as novels, poems and
plays), films, music, artistic works (e.g., drawings, paintings, photographs and
sculptures) and architectural design. Rights related to copyright include those of
performing artists in their performances, producers of phonograms in their recordings,
and broadcasters in their radio and television programs" (WIPO, 2016).
2. Antitrust. This competition law is limiting the business engagements of an

entrepreneur. This is covered in our Philippine Competition Law (R.A. 10667). Examples
covered in this law is the prohibition of lowering the prices in certain geographical area in order
to push out a competitor. Another popular example is the violation called collusion. This
happens when three manufacturers agree to sell a product at a higher price when they could
have offered it at a lower price. This law was established in order to discourage monopoly and
encourage competition without using unfair tactics.
O'Donnell, D. P. (2014). Exploration of positive ethics factors and associations with ethical decision
making (Order No. 10307242). Available from ProQuest Dissertations & Theses Global.
(1868788002). Retrieved from
https://search.proquest.com.vlib.interchange.at/docview/1868788002?accountid=172684
Let’s Check
________ 1. Ethics originated from this Greek word.

________ 2. This deals about a person's perception of what is right and wrong.
________ 3. A person is considered full of this when he is able to abide to the code of ethics even
when no one is watching.
________ 4. This is one of the responsibilities and accountabilities of an entrepreneur to the general
public which deals about supporting and participating in events that bring greater good to the
community.
________ 5. The Coca Cola container is under this category of the intellectual property.
________ 6. Illegally using the music of Bruno Mars is a violation of this category of the intellectual
property.
________ 7. The distinctive sign of brands like Nike is called.
________ 8. Globe and Smart telecommunication companies can’t merge due to this law as this will
39
create monopoly.
________ 9. “This is an exclusive right granted for an invention – a product or process that provides a
new way of doing something, or that offers a new technical solution to a problem”.
________ 10. These are significant groups of publics that can be affected or has interests in the
business other than the shareholders.
Let’s Analyze
this unit is.
Activity 1. List 3 patented products and discuss their uses.
Patented Products Discussion
1.
2.
3.
Activity 2. Case Study Analysis.

40
Instructions.
1. Download and read the “Ecotourism The Boon or Bane for a Marine Sanctuary by: Ruth
Guzman” Source: https://wdi-publishing.com/product/ecotourism-the-boon-or-bane-for-a-marine-
sanctuary/
2. Use the table below in answering the Case Study Questions. You can use extra sheets when
necessary.
Questions Answers
1. Who are the

stakeholders in this
case? Describe
and discuss each.
2. What are the

ethical problems
presented in the
case?
3. What policies do
you think are
necessary to solve
these ethical
problems?
41
In a Nutshell
1. Code of Conduct in an organization must be established. This will guide the employer
and the employee in what to do should there be problems that are related to ethical conducts in
the workplace. It is important that the employees of the organization are informed of this code.
2. Entrepreneurs need to be ethical and responsible. In pursuit of injecting innovation,
entrepreneurs must be mindful of the ethical side of their undertakings as well.
3. Intellectual property is supported by the law. This will protect the artists, creators and
inventors.
1.
2.
3.
4.
5.
6.
7.
42
Q&A List
1.
2.
3.
4.
5.
Keywords Index
Ethics Trademark
Business ethics Industrial Property
Social responsibility Copyright
Intellectual property (IP) Antitrust
Patent
43
Big Picture C
A. Discuss social entrepreneurship

B. Explain Intrapreneurship
Big Picture C in Focus: ULOa. Discuss social entrepreneurship.
Metalanguage
The following is the term to be remembered as we go through in studying this unit.
Please refer to this definition as supplement in case you will encounter difficulty in understanding
this unit.
1. Social Enterprise Models. These refers to the various ways that a social enterprise is operating in
order to “make a difference” in the communities they serve.
Essential Knowledge
The Concept of Social Entrepreneurship
Social entrepreneurship covers a broad range of activities. This included individuals who are
determined to make a difference, ventures with social purpose in adding for-profit motivations among
those in the nonprofit sector, philanthropists supporting organizations that promotes various social
purposes and nonprofit organizations that are incorporating entrepreneurial concepts in their
undertakings. Moreover, the most common definition of social entrepreneurs was presented by Dees
(1998, revised 2001). According to him, “social entrepreneurs play the role of change agents in the
social sector, by: adopting a mission to create and sustain social value (not just private value),
recognizing and relentlessly pursuing new opportunities to serve that mission, engaging in a process
of continuous innovation, adaptation, and learning, acting boldly without being limited by resources
currently in hand, and exhibiting a heightened sense of accountability to the constituencies served
and for the outcomes created”.
Furthermore, according to Nicholls and Cho (2006), there are three main characteristics of
social entrepreneurship are the following.
1. Sociality. This covers the environmental focus and can be noted in the creation of various public
goods and positive externalities. Nicholls and Cho (2006) cited six fields or domains are
natural settings for social entrepreneurship initiatives. It includes;
44
(a) welfare and health services (such as the Aravind eye hospitals in India);
(b) education and training (such as the Committee to Democratize Information
Technology in Brazil);
(c) economic development (such as work integration social enterprises, or WISEs, in
Europe);
(d) disaster relief and international aid (such as Keystone’s innovative “Farmer Voice”
project);
(e) social justice and political change (including race and gender empowerment, such
as SEWA, the Self-Employed Women’s Association in Pakistan);
(f) and environmental planning and management (such as the Marine Stewardship
Council).
Moreover, this sociality can also lie in the organizational process of the social
enterprise. Innovative solutions injected by the social entrepreneurs can also be seen in their
human resource practices (ex: employing differently-abled citizens, gender empowerment),
supply chain management, energy usage and recycling and access to credit and financial
services (Ex. Microfinance for fisher folks). Moreover, sociality can also be evident in the
sought outcomes of the enterprise. Organizations could be focused on social and
environmental impact rather than the monetary returns.
2. Innovation. Innovation in various levels and aspects of the organization is seen as a true mark of
social entrepreneurship. These initiatives help in achieving the vision and mission of an
enterprise and are sometimes incremental changes at the micro-level or via disruptive
interventions at the systems level.
3. Market Orientation. Social entrepreneurship in for-profit social enterprise form operating in various
commercial markets are the usually most concerned when it comes to market orientation.
There is a great need to be mindful of earnings, the workforce and the target market. A clear
focus on continual improvements on performance by developing various metrics, increasing
accountability and a sharp focus on vision and mission are the features that can help in
extending the market orientation of a social enterprise.
Three Types of Social Entrepreneurship
Fowler (2000) suggested three types of social entrepreneurship. He mentioned that this
includes the following;
1. Integrated. This is when the economic activity of the enterprise is producing social outcomes.
2. Reinterpreted. This is when the currently existing not-for-profit is gaining and enjoying an
increased income
3. Complementary. This is when the commercial revenues of the enterprise can cross-subsidize the
social mission of another not-for-profit organization.
Three Social Enterprise Models according to Alter (2006)
1. Embedded. This is when the social programs are inherent in the business activities. An example to
this is Fair Trade. Fair Trade is a trading partnership that is anchored on dialogues,
demanding transparency and promoting respect in order to seek higher equity in international
trade. This is part of the sustainable development concept as this offers better trading
45
conditions by securing the rights of marginalized producers and workers. These organizations
are backed by consumers which are actively engaged in increasing awareness and in
campaigning for improvements in rules and practices in various international trades.
2. Integrated. This is when the social programs of the enterprise is overlapping with their business
activities. An example to this is the Scojo Foundation in India. Scojo Foundation is offering an
innovative microfinance programs by using market solutions that allow them to distribute
cheap corrective glasses in the developing world. With their efforts, corrective and reading
glasses can be easily found in local pharmacies in order to give access to the world's poorest
people. As an example, those who suffer from Presbyopia can now go back to creating
handicrafts, read newspapers, do tailoring and many others. These allowed thousands of
farmers, craftspeople and merchants to resume working again.
3. External. This is when business activities are considered as the external source of funding for
several social programs that includes health or education.
Huybrechts, B., & Nicholls, A. (2012). Social entrepreneurship: definitions, drivers and challenges.
In Social entrepreneurship and social business (pp. 31-48). Gabler Verlag.
Let’s Check
statements: (One point each).
_______ 1. They play the role of change agents in the social sector, by: adopting a mission to
create and sustain social value (not just private value), recognizing and relentlessly pursuing new
opportunities to serve that mission, engaging in a process of continuous innovation, adaptation,
and learning, acting boldly without being limited by resources currently in hand, and exhibiting a
heightened sense of accountability to the constituencies served and for the outcomes created.
_______ 2. This covers the environmental focus and can be noted in the creation of various
public goods and positive externalities.
_______ 3. This is when the economic activity of the enterprise is producing social outcomes.
_______ 4. This is when the currently existing not-for-profit is gaining and enjoying an increased
income.
_______ 5. This is when the commercial revenues of the enterprise can cross-subsidize the
social mission of another not-for-profit organization.
46
_______ 6. This is when the social programs are inherent in the business activities.
_______ 7. This is when the social programs of the enterprise is overlapping with their business
activities.
_______ 8. This is when business activities are considered as the external source of funding for
several social programs that includes health or education.
________ 9. The organization that is offering an innovative microfinance programs by using

market solutions that allow them to distribute cheap corrective glasses in the developing world.
________ 10. This is a trading partnership that is anchored on dialogues, demanding

transparency and promoting respect in order to seek higher equity in international trade.
Let’s Analyze
this unit is.
Activity 1. Case Study Analysis. Learning from Real-Life Social Enterprise Case.
Instructions.
1. Download and read the free case entitled Let’s PUMP—It Up—PINAS!!! by: Gregorio Mabbagu.
Source: https://wdi-publishing.com/product/lets-pump-it-up-pinas/
2. Use the table below in answering the Case Study Questions. You can use extra sheets when
necessary.
Questions Answers
1. Opportunity Identification & Innovation:
Social entrepreneurs are innovators who
create change. What innovative insight
did the entrepreneur bring to identify an
opportunity to create change? How is he
planning to create and spread this
innovation and change?
47
2. Leadership & Personal Qualities: What

were the characteristics of social
entrepreneurs’ leadership? What
personal qualities (background, skills,
values, beliefs, etc.) will help the
entrepreneur to succeed in creating
value?
Activity 2. Choose one of any of the following social enterprises in the Philippines and answer
the following questions. Use the table provided.
Social Enterprises
1. Bambike – an ecological enterprise partnered with Gawad Kalinga

2. ANTHILL – a project for the weavers
3. Isang Litrong Liwanag ( A liter of Light) by MyShelter Foundation – a sustainable lighting project.
4. Unlad Kabayan Migrants Enterprise – a social enterprise focused in helping migrants.
5. Down to Earth – a biodegradable waste solution for primarily urban environments with little to no
access to land, turning unused spaces into productive gardens
Questions Answers
1. Who are the

proponents of this
social enterprise?
2. What makes this

project an example
of social
entrepreneurship?
3. What
innovations were
used in doing the
project/enterprise?
48
4. Cite one
challenge that they
are facing.
5. How do you
think they can
overcome this
challenge?
In a Nutshell
1. Social enterprises are formed in order to address societal problems by using theories
and practices in entrepreneurship.
2. Social entrepreneurship can be done by any business regardless of form and
ownership.
3. There are social entrepreneurship activities in the Philippines.

1.
2.
3.
4.
5.
6.
49
7.
Q&A List
1.
2.
3.
4.
5.
Keywords Index
Social entrepreneurship Reinterpreted

Sociality Complementary
Innovation Embedded
Market Orientation Integrated
Integrated External
50
Big Picture C in Focus: ULOb. Explain Intrapreneurship.
Metalanguage
The following is the term to be remembered as we go through in studying this unit.
Please refer to this definition as supplement in case you will encounter difficulty in understanding
this unit.
1. Intrapreneurial organization. An organization which actively promotes intrapreneurship among its

employees.
Essential Knowledge
Intraprenenurship in Organizations
Entrepreneurship also happens in smaller units of big organizations and it is called

Intrapreneurship. This also synonymous to the “corporate entrepreneurship”. According to Memon
(2010) ‘Intrapreneurs are inside entrepreneurs who follow the goal of the organization.’
Intrapreneurship happens inside Google. The employees of Google are allowed to spend up to 20%
of their work hours to work on projects they are personally interested in. This proved to be a very
good practice as google was able to produce half of its new products launched by Google in the last 6
months of 2005 are products of their "20 percent rule". In this sense, Google can be considered as
an “intrapreneurial organization” because they promote intrapreneurship.
The table below adopted from Sasu (2003) shows the similarities and differences between
“entreprenenur” and “intrapreneur”.
Table ___. Similarities and Differences between “Entrepreneur” and “Intrapreneur”.

Similarities Differences
· Innovation: Type of activity:
- both the entrepreneur and the - the intrapreneur’s activity has a
intrapreneur are innovative persons; restoring character;
- innovation can represent a new - the entrepreneur’s activity has a
product or service, a new technological creative character;
process or an improved management
method;
51
· Creation of value: · Encountered obstacles:

- adding further value to the products - for the intrapreneur, the company’s
and services is the goal of the the two; culture can be the main obstacle;
- alteration must be truely new and - the entrepreneur has only one
must come up with a different obstacle, a very powerful one: the
proposal; market;
· Undertaking risk: Sources of funding:

- the intrapreneurial and - the intrapreneur uses the company’s
entrepreneurial activities have a higher resources, that can be very large;
degree of risk as compared to the - the entrepreneur must look for
usual ones; personal funding sources, at the risk of
- the intrapreneur risks the company’s losing his own assets/fortune;
money, focusing on new products;
- the entrepreneur risks own money
and time;
Methods in Fostering Intrapreneurship
Intrapreneurship in organizations should be promoted because intrapreneurs help in

increasing the speed and cost-effectiveness of technology transfer which goes from research and
development up until the marketplace. Several suggestions are available in order to foster
intrapreneurship in the organizations.
1. A competitive reward system can be established in order to encourage employees to participate.

2. It is important to treat intrapreneurial teams as profit center and not cost center.
3. Allow the team members to choose the projects on which they are interested in.
4. Provide training that is necessary for the employees in order to advance their skills.
5. Allow enterprises to be recognized within the organization.
6. Create a system that defines and supports contractual agreements between internal enterprises.
7. Establish a clear policy and guidelines in settling disputes that may between internal enterprise
and employees.
Stages in Intrapreneurship
Various authors pointed different stages of intrapreneurship. The first four stages below are
not always carried out in a linear manner because there are internal hurdles and organizational
challenges that are commonly experienced.
1. Creative Stimulus Stage. This refers to any triggering or encouraging situations that sparks the
creative and innovative minds of the employees in an organization. In this stage, the
intrapreneur already sees the opportunity of making an idea successful and thereby help the
organization (Belousova & Gailly, 2013; O’Connor & Rice, 2001; Gapp & Fisher, 2007; Kanter
,1983; Menzel , 2007; Menzel et al. , 2007; Seshadri & Tripathy , 2006).
2. Creative Development Stage. This refers to the stage in which the idea and opportunity are given
the chance to be further explored or worked on (Belousova & Gailly , 2013; O’Connor & Rice ,
52
2001; Gapp & Fisher , 2007; Kanter ,1983; Menzel , 2007; Menzel et al. , 2007; Seshadri &
Tripathy , 2006).
3. Generating Support and Getting the Go Stage. In this stage, the idea is being pitched to the
authorized personnel in the organization in order to get a go signal from the management
(Belousova & Gailly, 2013; O’Connor & Rice, 2001; Gapp & Fisher, 2007; Kanter ,1983; Koen
et al., 2002; Moriano et al., 2014).
4. Putting the Plan in Action. Depending on the successful navigation of an employee to

organizational politics and other hurdles, the employee can actually just jump to this stage.
This is the stage where the employee will use the organization’s resources in order to realize
his innovative products, services, process etc. (Belousova & Gailly , 2013; Chakravarthy &
Lorange , 2008; O'Connor & Rice , 2001; Foley , 2012; Gapp & Fisher , 2007; Kanter, 1983;
Menzel, 2007; Menzel et al., 2007; Moriano et al., 2014; Seshadri & Tripathy, 2006).
5. Post-implementation Learning Phase. Just like any other launches of products, services etc., a
review of the good and bad experiences regarding the launch and product is necessary in
order to evaluate and take corrective actions should it be necessary (Gapp & Fisher, 2007;
Menzel, 2007; Menzel et al., 2007; Moriano et al., 2014).
Cadar, O., & Badulescu, D. (2015). Entrepreneur, Entrepreneurship and Intrapreneurship. A literature
review.
North, J. (2015). INDIVIDUAL INTRAPRENEURSHIP IN ORGANISATIONS: A NEW MEASURE OF

INTRAPRENEURIAL OUTCOMES (Doctoral dissertation, University of York).
Challenges and Opportunities in International Business (v. 1.0). Retrieved from

https://2012books.lardbucket.org/books/challenges-and-opportunities-in-international-
business/
Let’s Check
statements: (One point each).
______ 1. They are are inside entrepreneurs who follow the goal of the organization.
_______ 2. Employees of this company dedicated 20% of their work hours to work on projects
that interest them.
_______ 3. An organization that promotes intrapreneurship.
_______ 4. This refers to any triggering or encouraging situations that sparks the creative and
innovative minds of the employees in an organization.
_______ 5. In this stage, the idea is being pitched to the authorized personnel in the organization
53
in order to get a go signal from the management.
Let’s Analyze
this unit is.
Activity 1. Article Analysis. Access the Harvard Business Review article entitled “The Myth of the
Intrapreneur” from the link https://hbr.org/2018/06/the-myth-of-the-intrapreneur.
Answer the following questions and use the table provided.
Questions Answers
1. What possible challenges might be faced by

an intrapreneur?
2. Why should organizations strive to be

intrapreneurial?
3. What are the challenges faced by

organizations in trying to be intrepreneurial?
54
4. How can organizations become more

intrepreneurial?
In a Nutshell
1. Intrapreneurship is entrepreneurship happening within organizations.

2. The intrapreneur uses the resources of the organization in pursuing his innovative
ideas.
3. An intrapreneurial organization is an organization that promotes intrapreneurship.

1.
2.
3.
4.
5.
6.
7.
55
Q&A List
1.
2.
3.
4.
5.
Keywords Index
Generating Support and Getting the

intrapreneurial organization Go Stage
Intrapreneur Putting the Plan in Action
Post-implementation Learning
Creative Stimulus Stage Phase
Creative Development Stage
56
57
COURSE SCHEDULES
1ST EXAM COVERAGE DATES WHERE TO SUBMIT

WEEK 1
Big Picture A ULOa Let’s Check ULOa Activity 1 3-Jun-20 Schoology
Big Picture A ULOa Let’s Check ULOa Activity 2 3-Jun-20 Schoology
Big Picture A ULOa Let’s Analyze ULOa Activity 1 4-Jun-20 Schoology
Big Picture A ULOa Let’s Analyze ULOa Activity 2 4-Jun-20 Schoology
Big Picture A ULOa Let’s Analyze ULOa Activity 3 Case Study Crafting a
Future: Middle East Furniture Manufacturer
by: Rex Florencio Dagdag 5-Jun-20 Schoology
Big Picture A ULOa In A Nuttshell 6-Jun-20 Schoology
Big Picture A ULOa Q&A List 6-Jun-20 Schoology
Discussion of the Case and other QandAs 6-Jun-20 ZOOM/Google Meet
WEEK 2
Big Picture A ULOb Let’s Check ULOb Activity 1 10-Jun-20 Schoology
Big Picture A ULOb Let’s Check ULOb Activity 2 10-Jun-20 Schoology
Big Picture A ULOb Let’s Analyze ULOb Activity 1 11-Jun-20 Schoology
Big Picture A ULOb Let’s Analyze ULOb Activity 2 11-Jun-20 Schoology
Big Picture A ULOb Let’s Analyze ULOb Activity 3 Case Study Case Boosting
Roots with Analytics by: Brenda Quismorio 12-Jun-20 Schoology
Big Picture A ULOb In a Nutshell 12-Jun-20 Schoology
Big Picture A ULOb Q&A List 12-Jun-20 Schoology
2ND EXAM COVERAGE
WEEK 3
Big Picture B ULOa Let’s Check Activity 1 17-Jun-20 Schoology
Big Picture B ULOa Let’s Check Activity 2 17-Jun-20 Schoology
Big Picture B ULOa Let’s Analyze Activity 1 18-Jun-20 Schoology
Big Picture B ULOa Let’s Analyze Activity 2 18-Jun-20 Schoology
Big Picture B ULOa Let’s Analyze Activity 3 Case Crossroads for a Young
Entrepreneur Wings of Fame by: Edgar Allan Castro 19-Jun-20 Schoology
58
Big Picture B ULOa In a Nutshell 19-Jun-20 Schoology
Big Picture B ULOa Q&A List 20-Jun-20 Schoology
WEEK 4
Big Picture B ULOb Let’s Check Activity 1 24-Jun-20 Schoology
Big Picture B ULOb Let’s Analyze Activity 1 24-Jun-20 Schoology
Big Picture B ULOb Activity 2. Case Study Analysis. Ecotourism The Boon or
Bane for a Marine Sanctuary by: Ruth Guzman” 25-Jun-20 Schoology
Big Picture B In a Nutshell 26-Jun-20 Schoology
Big Picture B Q&A List 26-Jun-20 Schoology
3RD EXAM (FINAL EXAM SUMMER) COVERAGE
WEEK 5
Big Picture C ULOa Let’s Check Activity 1 1-Jul-20 Schoology
Big Picture C ULOa Let’s Analyze Activity 1 Case Study Analysis Let’s PUMP—
It Up—PINAS!!! by: Gregorio Mabbagu 1-Jul-20 Schoology
Big Picture C ULOa Let’s Analyze Activity 2 2-Jul-20 Schoology
Big Picture C ULOa In a Nutshell 2-Jul-20 Schoology
Big Picture C ULOa Q&A List 3-Jul-20 Schoology
Discussion of the Case and other QandAs 4-Jul-20 ZOOM/Google Meet
WEEK 6
Big Picture C ULOb Let’s Check Activity 1 8-Jul-20 Schoology
Big Picture C ULOb Let’s Analyze Activity 1 Article Analysis Harvard Business
Review article entitled “The Myth of the Intrapreneur” 9-Jul-20 Schoology
Big Picture C ULOb In a Nutshell 10-Jul-20 Schoology
Big Picture C ULOb Q&A List 10-Jul-20 Schoology
Discussion of the Case and other QandAs 11-Jul-20 ZOOM/Google Meet
59
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60
Monitoring of OBD and DED
(1) The Deans, Asst. Deans, Discipline Chairs and Program Heads shall be responsible in
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Course prepared by:
JIMNANIE A. MANIGO, MBA

Name of Course Facilitator/Faculty
Course Reviewed by:
MARY GRACE S. BAID

Name of Program Head
Approved by:
GINA FE G. ISRAEL, EdD

Name of Dean

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1

Department of Business Administration Education

Physically Distanced but Academically Engaged

Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)

Course/Subject: Entrepreneurial Mindset

Name of Teacher: Jimnanie A. Manigo, MBA

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY; NOT FOR

Course Outline: Entrepreneurial Mindset

Course Coordinator: Jimnanie A. Manigo, DBA

Course Outline Policy

Areas of Concern Details

Turnitin Submission To ensure honesty and authenticity, all research

Please note that academic dishonesty such as cheating

However, if the late submission of assessment paper has

standards or other reasonable circumstances e.g.

If disapproved by the course coordinator, you can

You can also meet the course coordinator in virtual

Contact Details of the Dean Gina Fe G. Israel, EdD

Help Desk Contact Dean’s Office

Business Administration Education

Records and Admission Center

Student Accounts Office

Library Contact Clarissa R. Donayre, MSLS

Course Information – see/download course syllabus in Schoology LMS

a. Define what is mindset, entrepreneurship, entrepreneur and entrepreneurial mindset

a. Big Picture in Focus: ULO a. Define what is mindset,

Two Types of Mindset

What defines Entrepreneur(ship)?

Definition Emphasis Origin

3. Incremental. Incremental innovation happens when small improvements on the products or

help in improving the production process.

The entrepreneurial mindset

After defining “mindset” and “entrepreneur(ship)”, we will proceed to defining

___________________ 1. This refers to a person's tendencies especially when reacting to

Names Remarkable Trait

Activity 2. Open Innovation sometimes demands collaboration among customers and

Activity 3. Case Study

Now it’s your turn!

Big Picture in Focus: ULO b. Analyze the entrepreneurial

Stages Activities Skills

11. Human resources

3. setting up production processes 3. Decision making skills

25. Calculated risk taking

The Opportunity Identification

The opportunity identification in the stage 1 of the entrepreneurial process includes

2. Identifying the opportunity. The entrepreneur is encouraged to understand the difference

Business factor Questions for evaluation

Universiteit van pretoria. The entrepreneurship process. Retrieved from

Government policy/law Effect

Activity 3. Case Study

2. Use the table below in answering the Case Study Questions.

Case study Questions and Answers Table

1. Based on the case, what was the

2. Based on the case, what

1. Entrepreneurs need to have a lot of skills. These skills need to be sharpened.

Now it’s your turn!

a. Describe Philippine cultural values and entrepreneurship

Big Picture in Focus: ULOa. Describe Philippine cultural values and

In exploring the entrepreneurial mindset, it is important to consider a person’s cultural