| dc.description.abstract | To graduate from the Utrecht School of Governance, I undertook research at one of the largest nongovernmental organisations of The Netherlands; Oxfam Novib (ON). I researched entrepreneurship within ON, a topic that is getting more and more relevant within the Dutch international development cooperation sector as well. The field of international development cooperation in The Netherlands is changing and has an insecure future. As a result of the economic crisis and the budget cuts of the government, ON received fewer subsidies than it has been receiving for the past years. In order to survive in this context, the board of directors of ON decided that ON has to become an entrepreneurial organisation.
The research focuses on how ON staff perceive entrepreneurship and interpret leadership necessary to change ON into an entrepreneurial organisation. The following research question was formulated: “How is entrepreneurship interpreted by staff of Oxfam Novib and how do they interpret the role of leadership in establishing entrepreneurship within the organisation?”
In order to answer the research question the concepts of entrepreneurship, leadership and organisational culture and their linkages were studied. I made use of the qualitative research method in which observations, formal and informal interviews, group sessions, desk research and literature research form the basis of the analysis.
According to many respondents entrepreneurship is important for the survival of ON. Entrepreneurship can be found at individual and at collective or organisational level as scholars and respondents argue. At individual level, entrepreneurship is perceived by the respondents as; seeing, creating and taking opportunities in innovative ways, by thinking out of the box, cooperating and networking. They argue that entrepreneurship is instigated by a spark or internal motivation of the entrepreneur. The respondents name characteristics of the entrepreneur like; not giving up, willingness to fail and having a spark. At organisational level the respondents say that the organisation needs to be quick and flexible, has a reward or incentive system for entrepreneurship and failure and risk-taking should be allowed. In order to be entrepreneurial, the added value of ON has to be defined. Entrepreneurial ventures have to be based on the mission of the organisation and should be within the organisational framework. The respondents do not perceive ON as an entrepreneurial organisation. In order to achieve becoming an entrepreneurial organisation, the literature argues that innovation, risk-taking and proactiveness are important elements. The respondents argue that these elements are currently missing in the organisation.
It is stated by the respondents that leadership is necessary when becoming an entrepreneurial organisation. They say that leaders have to set an example by taking risks. The leaders also have to facilitate and stimulate entrepreneurship. The literature concurs with these statements.
The respondents describe the organisational culture of ON as idealistic and consensual. They say ON staff consists of professionals. The respondents argue that there are many elements of the organisational culture blocking the organisation to become entrepreneurial, such as emphasis on control mechanisms for purposes of accountability. According to the respondents and the literature, entrepreneurship needs to be embedded in the organisational culture if an organisation wants to be entrepreneurial. | |
