RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

356 RESPONSIBLE ENTREPRENEURSHIP
left corner of the ’high performance’ area, as can be seen in figure 5. It is positive to see that
Ampelmann, according to its employees, is positioned in the correct area. However, some
employees experience the performance context as average. Like the results on the level of
ambidexterity, these results show that the performance context can be developed further to
a true high performance context.
Figure 5: Performance context at Ampelmann
Ampelmann’s mission, vision and values
A clear vision supports contextual ambidexterity (Raisch & Birkinshaw, 2008). Although
the questionnaire results show that Ampelmann has quite a clear mission, vision and values
(see figure 6), the observations and interview results indicate otherwise. The values (5.8 out
of 7) are seen as being clearer than the mission (5.6 out of 7) and vision (5.3 out of 7). The
results also show that the MT’s view on the clarity of the mission, vision and values are consequently
higher than that of the employees. However, although everybody indicated that the
mission, vision and values are clear to them (and their work is aligned to them), very few
were able to state the mission and vision. Only the values could be recapitulated. Furthermore,
the innovation strategy was not clear to people working in innovation projects.