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This volume presents some of the most important 'debates' that exist in the field of Entrepreneurship today. It brings together leading scholars, deriving contributions from special sessions designed by the Global Consortium of Entrepreneurship Centers (GCEC) to discuss both sides of these 'great debates'.
This volume presents some of the most important 'debates' that exist in the field of Entrepreneurship today. It brings together leading scholars, deriving contributions from special sessions designed by the Global Consortium of Entrepreneurship Centers (GCEC) to discuss both sides of these 'great debates'.
In recent years, emerging markets have come to represent the largest share of global GDP and have made gains in economic development and political influence. In turn, emerging market companies have taken on a new level of importance in driving innovation, local development and global competition. Advancing an integrative view that captures the diversity of innovation among companies in emerging markets, this book highlights the rapid evolution of emerging markets from imitators to innovation leaders. Building upon research conducted by the Emerging Multinational Research Network (EMRN) in collaboration with several universities in North and South America, Europe and China, this rich and expansive collection includes studies of innovation in regions yet to receive focused analysis in the field. The authors also re-examine dominant theories of innovation and capability creation based on a broad range of case studies and research insights. Offering a taxonomy of emerging market innovations, this collection reveals the unique drivers, types, and outcomes of innovation in emerging markets.
This is a guide to understanding entrepreneurial ecosystems: what they are, why they matter, and to whom they matter. Ben Spigel explores this popular new theory of economic development, locating the intellectual roots of ecosystems, explaining the practices and processes that allow ecosystems to support the creation and growth of innovative entrepreneurial firms.
List of Tables and Figures; List of Acronyms; Acknowledgements; Introduction: Thinking Big Again; Chapter 1: From Crisis Ideology to the Division of Innovative Labour; Chapter 2: Technology, Innovation and Growth; Chapter 3: Risk-Taking State: From 'De-risking' to 'Bring It On!'; Chapter 4: The US Entrepreneurial State; Chapter 5: The State behind the iPhone; Chapter 6: Pushing vs. Nudging the Green Industrial Revolution; Chapter 7: Wind and Solar Power: Government Success Stories and Technology in Crisis; Chapter 8: Risks and Rewards: From Rotten Apples to Symbiotic Ecosystems; Chapter 9: So.
The topic of organizational identity has been fast growing in management and organization studies in the last 20 years. Identity studies focus on how organizations define themselves and what they stand for in relation to both internal and external stakeholders. Organizational identity (OI) scholars study both how such self-definitions emerge and develop, as well as their implications for OI, leadership and change, among others. We believe there are at least four inter-related reasons for the growing importance of OI. OI addresses essential questions of social existence by asking: Who are we and who are we becoming as a collective? It is a relational construct connecting concepts and ideas that are often viewed as oppositional, such as "us" and "them" or "similar" and "differen." OI is also nexus concept serving to gather multiple central constructs, also represented in this Handbook. Finally, OI is inherently useful, as knowing who you are is the foundation for being able to state what you stand for and what you are promising to others, no matter their relation with the organization. The Handbook provides a road-map to the OI field organized in over 25 chapters across seven sections. Each chapter not only offers a broad overview of its particular topic, each also advances new knowledge and discusses the future of research in its area of focus.
Entrepreneurship is a growing field of research, attracting researchers from many different disciplines including economics, sociology, psychology, and management. The concept of entrepreneurship, and research in the field, is becoming institutionalized, increasingly oriented by influential trends, theories and methods, following the mainstream and being shaped accordingly. The objective of this book is to move beyond mainstream approaches and assumptions which are dominating the field, and to raise questions about the nature and process of entrepreneurship research. Over twelve chapters, leading international thinkers in the field debate the impact and the consequences of institutionalization. Taking key research orientations including multidisciplinarity, international entrepreneurship, social entrepreneurship, and ethics, it takes a critical and constructive and sometimes controversial posture and encourages a re-examination of the way we look at the social and economic phenomenon of entrepreneurship. This book is vital reading for entrepreneurship researchers and educators, advanced students and policy-makers in Entrepreneurship, Economics, Sociology and Psychology.
This book is aimed at providing a large audience, including practitioners, politicians and decision-makers, with useful insights in relation to innovation and entrepreneurship in the biotechnology industry. It offers an international perspective and a set of theoretical lenses to underline the roles and the effects of entrepreneurship and scientific innovation as key factors to support new firm emergence and to achieve and maintain competitiveness in this so important industry. Alain Fayolle, EM Lyon, CERAG Laboratory, France and Solvay Business School, Belgium The biotechnology industry across the globe is growing dramatically in line with rapidly emerging scientific and technological developments. This book explores both the theoretical and practical aspects of entrepreneurship in the biotechnology industry, focusing on the innovation processes underpinning success for new biotechnology firms (NBFs). It argues that biotechnology is at a crossroads: to date the science has been solid, yet commercial success remains elusive, and that it will be the commercial success of NBFs which will dictate the long term viability of this crucial industry. The authors go on to examine the roles played by both entrepreneurship and innovation in the competitiveness of biotechnology companies through a focus on: intellectual property strategies, product development, valuing biotechnology ventures, funding innovation and R&D, alliances and networking, changing industry structures evidenced through the shifting value chain and the impact of globalization on the changing industry and organizational life cycles. International case studies with a focus on human biosciences support the important theoretical developments at the heart of this book. Innovation and Entrepreneurship in Biotechnology offers original and valuable insights to researchers, academics and students as well as to practitioners involved with innovation and entrepreneurship in the field of biotechnology.
The industry’s most outspoken and insightful critic explains how the software industry REALLY works. In Great Software Debates, Al Davis, shares what he has learned about the difference between the theory and the realities of business and encourages you to question and think about software engineering in ways that will help you succeed where others fail. In short, provocative essays, Davis fearlessly reveals the truth about process improvement, productivity, software quality, metrics, agile development, requirements documentation, modeling, software marketing and sales, empiricism, start-up financing, software research, requirements triage, software estimation, and entrepreneurship. He will get you thinking about: The danger of following trends and becoming a ‘software lemming’ Is software development art or engineering? How to survive management mistakes The bizarre world of software estimation How to succeed as software entrepreneur How to resolve incompatible schedules and requirements If you are in the software industry and do not know which way to turn, Great Software Debates provides valuable and insightful advice. Whether you are a software developer, software manager, software executive, entrepreneur, requirements writer, architect, designer, or tester, you will find no shortage of sound, palatable advice.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?