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The rapid social, economic, and politicalchanges in Central and Eastern Europe, the former Soviet Union, and East Asia(e.g. Vietnam, China) have earned these nationsthe title of"transition economies." The evolution of entrepreneurial endeavorswithin these nations, both pre and post institutional change, is evaluated,with a particularfocus on the entrepreneurial strategies utilized in thecurrent transition economies. Three primary entrepreneurial strategies are examined: (1) prospecting, (2)networking, and (3) boundary blurring.Although these strategies arecommonly employed by entrepreneurs, they become more significant in transitioneconomies.Each strategy is described in terms of significance withinvarious transition economies, with both the implications and limitations ofeach strategy addressed. The future implications for entrepreneurs within transitional economies areaddressed, including such issues as taking collective action, buildingcorporate alliances, and establishing dynamic core competencies.Theimpact of the aforementioned strategies upon the success of entrepreneurialendeavors within transition economies is significant.Caution againstgeneralizing these results to all transition economies, because of specificdifferences between various transition economies, is suggested. (AKP).
The work is a practical examination of fundamental strategic issues confronted by firms competing in newly opened markets. It covers emerging markets in East Asia, Central and Eastern Europe and the new states of the former Soviet Union.
This book presents a series of studies from different scholars, looking at entrepreneurial strategies and innovation in emerging market economies. Represents the view of the entrepreneur in local as well as multinational corporations. Focuses on how entrepreneurial activities can take advantage of new technologies in emerging market economies. Considers how companies operating in EMEs can cope with the main environmental constraints. Written in an accessible style, free from jargon, and does not require any prior technical knowledge.
Prior literature emphasizes that aligning with regulatory, normative, and cognitive institutional arrangements aids organizational formation, resource gathering, and performance. However, during institutional changes, the old and the new rules often coexist and interact, resulting in conflicting institutional arrangements. These conflicts create strategic dilemmas for entrepreneurs, but we don't have a systematic understanding of entrepreneurial strategies to tackle the conflicts. To address this gap, my dissertation focuses on three aspects: (1) adapting to the transition from old rules to new rules, (2) leveraging the new rules to replace the old rules, and (3) combining the new rules and the old rules. I examine these aspects in three empirical settings respectively: marketization, digitization, and tokenization. My first paper analyzes how entrepreneurs change growth strategies during China's institutional change from a government-dominated to a more market-based economy. My second paper draws on institutional intermediary and network tie formation literature to examine entrepreneurial fundraising strategies on online platforms rather than offline. My third paper draws on optimal distinctiveness theory to explore how blockchain entrepreneurs combine new and old elements in framing to balance differentiation and legitimation. Empirically, I use machine learning models to create measures from big data and econometric models to identify causal relationships. Overall, my dissertation contributes to institutional theory by examining entrepreneurial agency in tackling institutional pressure and contributes to strategy literature by analyzing the institutional effects on entrepreneurial strategies.
Prior literature emphasizes that aligning with regulatory, normative, and cognitive institutional arrangements aids organizational formation, resource gathering, and performance. However, during institutional changes, the old and the new rules often coexist and interact, resulting in conflicting institutional arrangements. These conflicts create strategic dilemmas for entrepreneurs, but we don't have a systematic understanding of entrepreneurial strategies to tackle the conflicts. To address this gap, my dissertation focuses on three aspects: (1) adapting to the transition from old rules to new rules, (2) leveraging the new rules to replace the old rules, and (3) combining the new rules and the old rules. I examine these aspects in three empirical settings respectively: marketization, digitization, and tokenization. My first paper analyzes how entrepreneurs change growth strategies during China's institutional change from a government-dominated to a more market-based economy. My second paper draws on institutional intermediary and network tie formation literature to examine entrepreneurial fundraising strategies on online platforms rather than offline. My third paper draws on optimal distinctiveness theory to explore how blockchain entrepreneurs combine new and old elements in framing to balance differentiation and legitimation. Empirically, I use machine learning models to create measures from big data and econometric models to identify causal relationships. Overall, my dissertation contributes to institutional theory by examining entrepreneurial agency in tackling institutional pressure and contributes to strategy literature by analyzing the institutional effects on entrepreneurial strategies.
Thirty years of economic change have fundamentally altered the nature of organizations and work in China. This volume brings together the research by many of the top scholars studying these issues and provides a glimpse into the state of thinking on organizations and work at the start of the fourth decade of transition.
Based on the results of 177 survey responses, Tobias Weigl shows that the simple transfer of managerial and organizational skills, techniques, values and culture from developed countries to Russia is a false assumption among academics and practitioners.
The transition from socialist or communist economy to market economy in many countries has been dramatic, unpredictable, and mostly on the surface, observable in new consumption patterns or higher standards of living. But deeper change in the managerial mindset in these new market economies has been much slower and less evident. It is crucial to business success for foreign managers to understand their transition economy counterparts. This book examines the interactions that foreign and transition economy managers have in building business relationships, the influences behind those interactions, how the interactions themselves change over time, and how to manage the process of building relationships more smoothly.
The book of readings, Business Strategies for Economies in Transition, is a collection of papers describing various business issues as they occurred during the economic transitions in Central and Eastern European countries. The book’s sections are organized along the typical academic business disciplines – Marketing Management, Advertising, Finance and Banking and Human Resource Management. This organization allows professors from various disciplines to focus on articles within the area of their specific interest. The Maculan case is a multifaceted exercise. The scope is very broad, covering topics such as management, multi cultural environment, changing regulations, and corporate growth, to name a few. The accompanying Teaching Note gives some classroom guidance on how to approach this case. However, educators may find other issues in this case worth discussing with students. While the readings are from CEE countries, we feel that much of the material can and should be used when looking at other economies, be they in transition or in the process of economic development. There are many countries that are in one of these two stages. Many of the problems addressed in this book are relevant to developing economies. Any major change in the economic system, be that transition or development, impacts people. As such, the response of the population will directly influence the chance of a successful transformation.
As small and medium-sized enterprises (SMEs) continue to grow and expand their operations globally, the choices around internationalization and digitalization have become increasingly crucial for business owners to consider. The challenges inherent in expanding operations globally and embracing digital technologies, which demand substantial investment and preparation, pose formidable obstacles. Furthermore, the prevailing mindset prioritizes profit maximization, neglecting the urgent need for environmentally concerned outputs. This critical juncture calls for a transformative solution that addresses the intricacies of international business and digital operations and champions sustainable practices for the future. Entrepreneurial Strategies for the Internationalization and Digitalization of SMEs is a comprehensive guide meticulously crafted to tackle the pressing issues SMEs face today. The book presents a nuanced exploration of internationalization and digitalization, unraveling concepts, methods, strategies, and models crucial for navigating this complex terrain. Through an innovative lens, it redefines entrepreneurship by intertwining it with green achievements, advocating for sustainable outcomes that resonate with the growing global call for environmental responsibility. The book serves as a compass for change, offering readers a robust reference for implementing transformative strategies and models aligned with the dual objectives of enhancing business operations and fostering environmental sustainability.