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Entrepreneurial Process (entrepreneurial + process)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	71%
Humanities and Social Sciences	28%

Selected Abstracts

The Henry George Theorem and the Entrepreneurial Process: Turning Henry George on his Head

AMERICAN JOURNAL OF ECONOMICS AND SOCIOLOGY, Issue 1 2010
Laurence S. Moss
This chapter offers an interpretation of the Henry George Theorem (HGT) that brings it squarely into the study and analysis of entrepreneurship somewhat loosening its ties to the subfield of urban economics. I draw on the pioneering work of Spencer Heath whose insights about the viability of proprietary communities were developed further by his grandson, Spencer Heath MacCallum who, in 1970, recognized that private real estate developers sometimes make their capital gains (mostly) by creating useful public spaces that others enjoy. I also draw inspiration from Fred Foldvary's effort in 1994 to synthesize the pubic goods problem in economics with the Henry George Theorem in urban economics. While the real estate owner,developer does emerge on my pages in a somewhat more favourable light than as originally portrayed by Henry George in his Progress and Poverty in 1879, I offer a realistic appraisal of the duplicitous behaviours required of such entrepreneurs. in the context of the modern regulatory state. Real estate development remains a ,hot button' item in local politics, and real estate developers must become genuine ,political entrepreneurs' if they are to complete their projects in a timely way and capture business profits. It is a complicated story that the HGT helps make intelligible in terms of human action. [source]

Conceptualizing Corporate Entrepreneurship Strategy

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2009
R. Duane Ireland
Our knowledge of corporate entrepreneurship (CE) continues to expand. However, this knowledge remains quite fragmented and non-cumulative. Herein, we conceptualize CE strategy as a useful focal point for integrating and synthesizing key elements within CE's intellectual domain. The components of our CE strategy model include (1) the antecedents of CE strategy (i.e., individual entrepreneurial cognitions of the organization's members and external environmental conditions that invite entrepreneurial activity), (2) the elements of CE strategy (i.e., top management's entrepreneurial strategic vision for the firm, organizational architectures that encourage entrepreneurial processes and behavior, and the generic forms of entrepreneurial process that are reflected in entrepreneurial behavior), and (3) the outcomes of CE strategy (i.e., organizational outcomes resulting from entrepreneurial actions, including the development of competitive capability and strategic repositioning). We discuss how our model contributes to the CE literature, distinguish our model from prior models, and identify challenges future CE research should address. [source]

Commentary: A Framework for Managing the Familiness and Agency Advantages in Family Firms

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 6 2006
Timothy G. Habbershon
This article uses a family-influenced, international, new venture creation case as a platform for addressing the importance of context when exploring entrepreneurship in start-up and growth companies. I raise crucial issues about how agency relationships and costs are evaluated in family firms, arguing that the competitiveness implications of agency can only be fully assessed in light of the larger context considerations. I suggest that agency is best evaluated as inputs and outputs in a contextual ecosystem. I utilize a family business ecosystems model to show that family is a distinct context for entrepreneurship and that it generates an idiosyncratic bundle of resources and capabilities that provide a potential agency advantage in new venture creation. Since the case findings indicate that the agency inputs and outputs change over time, I conclude by placing the potential agency advantages and constraints into an organizational life cycle framework. The goal of the article is to further the discussion on how families find their advantage in the entrepreneurial process. [source]

Social and Commercial Entrepreneurship: Same, Different, or Both?

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2006
James Austin
Entrepreneurship has been the engine propelling much of the growth of the business sector as well as a driving force behind the rapid expansion of the social sector. This article offers a comparative analysis of commercial and social entrepreneurship using a prevailing analytical model from commercial entrepreneurship. The analysis highlights key similarities and differences between these two forms of entrepreneurship and presents a framework on how to approach the social entrepreneurial process more systematically and effectively. We explore the implications of this analysis of social entrepreneurship for both practitioners and researchers. [source]

Ethnic Entrepreneurship Among Indian Women in New Zealand: A Bittersweet Process

GENDER, WORK & ORGANISATION, Issue 5 2007
Edwina Pio
This research article explores the lived-in and lived-through experiences of Indian women entrepreneurs in New Zealand in the context of ethnic entrepreneurship. Through a four-stage model emerging from qualitative interviews, the article illuminates the bittersweet entrepreneurial process of ethnic minority migrant women. The four stages are: the low permeability for entry into the job market for ethnic minority migrant women; underemployment; setting up a micro-enterprise and expanding the business and creating employment for others, primarily co-ethnics as well as an expanding customer base. A combination of factors ranging from perceived discrimination, low self esteem and feelings of being devalued, to ethnic networks and lack of access/knowledge of government resources and the entry of women from Indian business families feed into each of the four stages of this model. The article offers an analysis of minority voices, along with implications for future research. [source]

Differences in Entrepreneurial Opportunities: The Role of Tacitness and Codification in Opportunity Identification,

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2009
Brett R. Smith
The role of opportunities in the entrepreneurial process remains relatively underdeveloped. To address this issue, we develop a definition of an entrepreneurial opportunity and draw upon a distinction from the domain of knowledge management to suggest a continuum of entrepreneurial opportunities ranging from codified to tacit. Though both traditional and contemporary research has examined how individual differences relate to the identification of opportunities, we focus instead on the importance of differences in the opportunities themselves. Specifically, we examine how relative differences in the degree of opportunity tacitness relate to the process of opportunity identification. We find that relatively more codified opportunities are more likely to be discovered through systematic search, whereas more tacit opportunities are more likely to be identified due to prior experience. These findings contribute to an increased understanding of the role of the opportunity in entrepreneurship research and have important implications for economic theories of entrepreneurship, entrepreneurial learning, entrepreneurial networks, and entrepreneurial education. [source]