UGC NET Management Previous Year Solved Papers MCQ - November 2017

Entrepreneurial organizations engage in “entrepreneurial judo” when competing with resource-rich organizations. Entrepreneurial judo is opportunity-driven regardless of the firm’s resource constraints. Three key elements of an entrepreneurial judo strategy are agility, flexibility, and leverage. Drucker notes three situations where entrepreneurial judo may work best, namely, in a rapidly changing environment, in a situation where a market leader may not find an opportunity worthwhile, or in a situation where the market leader refuses to make their current products or processes obsolete or refuses to creatively destroy existing competencies and construct new ones. Entrepreneurial judo enables firms with limited resources to compete with established market leaders. “Hits them where they ain’t”; that is, an entrepreneurial judo hits the competitors in their weak areas before the competitors become aware of their competitive challenges.
Fast and flexible entrepreneurial organizations take on market leaders not only in high-tech sectors such as computer hardware and software but also in traditional, low-tech sectors such as retail. They do so using entrepreneurial judo. In judo, a combatant uses the weight and strength of his opponent to his own advantage.