Entrepreneurial Leaders

Topic: Entrepreneurial leaders who engage cognitive ambidexterity must know how to connect and use their social networks.” (Greenberg, D, Sweet, K M and Wilson H.J, 2011, p215).

The last decade has really changed the demands, placed on to the business leaders, and they are finding themselves managing through a diverse level of intricacy as there is an array of environmental shift take place in the socio-economic behaviours of business, especially in the B2B and B2C segments, which is not only uncertain but also unknowable. This revolutionary change leads business leaders’ decision to an inimitably complex level that relying on past experience and/or statistics have merely become an inexplicable approximation or guess.

In a recent survey of more than 1000 global organizations, we found that leaders are not simply trying to ‘analyse their way out’ of uncertainty through traditional predictive, quantitative models; rather they are “acting their way out” by behaving like start-up entrepreneurs and redefining the context (Wilson & Eisenman, 2010).

Focusing on social networking analysis turns attention to relationships between entrepreneurs and others that provide the resources that are important in establishing a business (Johannisson, 1988; Larson, 1991). Entrepreneurs have ideas to test, and some knowledge and competence to run the business, but they also need complementary resources to produce and deliver their goods or services (Teece, 1987).

But, there is an ongoing debate among scholars and entrepreneurs on whether and/or how entrepreneur leaders leverage social network to generate creative knowledge and try to solve problems to minimize the cognitive gap or to take ambidexter decision. Some of them are not that much more optimistic about using social network, as they still rely on the old school theory of entrepreneurship. To them, the consequence of using social network in generating cognitive ambidextrous business decisions are not...