Model Of Strategic Entrepreneurship Research Articles

Knowledge-Based Development and Ventures in Building Coastal Resilience

Due to climate change and rapidly increasing challenges of environmental disturbances, building coastal resilience is becoming necessary for coastal communities. Knowledge-based development and ventures are major subjects in the literature of building coastal resilience. However, current literature on the relationship between knowledge-based development and knowledge-based ventures in building coastal resilience is limited. In this paper, the author shows a design methodology of integrating both knowledge-based development and ventures in building coastal resilience. The methodology is grounded in the theories of input-process-output model of strategic entrepreneurship, docility and business incubation, distributed cognition and network effects, and process-centered value generation. The design is put into action to study the experiences of Louisiana in building coastal resilience during and after historical hurricane Katrina.

Women Micro-Enterprises Performance, Role of Social Capital, Locus of Control and Institutional Support on Entrepreneurial Orientation Nexus. A Conceptual Perspective

This research proposed a framework on the interactive effect of Social Capital, Locus of Control and Institutional Support on the nexus of entrepreneurial orientation (EO) and micro-enterprises performance. As the level of empirical research is lacking on the elements identified in a single study. This study used the uni-dimension of EO encompassing the proactiveness, innovativeness, and the risk-taking proclivity of women micro-enterprises in developing novel jobs towards narrowing the economic disparities of people. The incorporated variables like Social Capital, entrepreneur’s internal locus of control and Institutional Support relate to entrepreneurship as per extant literature. A quantitative research method will be utilised and with the help of the G-Power to establish the acceptable minimum sample size suitable for the study. Data will be obtained via purposive sampling technique and analysis done with the use of the Smart PLS-SEM software. The findings would provide vital value on the significance of the antecedent variables on the perceived financial and non-financial performance indicators of women micro-entrepreneurs. The study will be anchored on the model of strategic entrepreneurship, organisational learning and learning organisation theories stressing how their adoption by women micro-entrepreneurs could enhance optimal sustainable performance. The implications of this findings would be of great significance on women micro-entrepreneurs’ performance, enabling them to compete well in this competitive business environment, evolve to SMEs and large business that will find their presence in the international market. Further, findings would provide direction for educators, policymakers and future research to enhance the optimal sustainable performance of women micro-entrepreneurs and in Malaysia.

Business Strategy and Automation in Senior Care Franchising

Building a resilient and sustainable firm with sound strategy and intelligent automation in the context of increased challenges of business environments and technological changes is becoming a necessity for businesses, decision makers, and researchers. In this paper, the authors show a design methodology of strategic planning, putting the strategic plan into action, and aligning automation to strategic action for the senior care industry using franchising to grow their businesses. The methodology is grounded in the theories of sciences of the artificial, docility and distributed cognition, input-process-output model of strategic entrepreneurship, and digital nervous systems. Managerial implications for decision makers in senior care franchising are also discussed.

The Role of Strategic Entrepreneurship on Firm Growth: A Case Study from the Turkish Housing Market

A contractor firm, which strategically positioned itself in the housing market as a "sales firm, independent of its industry" introduced a patented product innovation, the Foldhome, to the Turkish housing market in 2010. The idea behind Foldhome was adding a set of social facility areas (or, 'Folds') to core accommodation units which include a bedroom, a living space and wet spaces. The firm gained a commercial success in the branded housing market with an annual turnover about 300.000.000 USD and 400.000.000 USD in 2016 and 2017 respectively. While researchers have reported that a significant portion of the variance in firm growth in construction can be explained by corporate entrepreneurship, empirical evidence on 'how' this process leads to organizational growth is scarce. This paper presents findings from a qualitative research study of the Foldhome case which aimed an in-depth investigation of the role of entrepreneurship on firm growth and value creation. A content analysis was conducted to analyze data from 31 in-depth interview with firm managers and employees, according to the input-process-output model of strategic entrepreneurship. A process-based analysis of the case show that leveraging can be a more critical managerial capability than bundling and structuring in the early life cycle phase when young entrepreneurial companies orchestrate their resources for survival, growth and value creation. Paper contributes to construction entrepreneurship literature by unpacking the circumstances under which a holistic entrepreneurship framework that surround a product innovation through the integration of corporate functions. Lessons learned are highlighted for the entrepreneurial contractor companies.

Strategic Entrepreneurship and Sustainable Competitive Advantage: A test of Ireland’s model of Strategic Entrepreneurship

Journal of Business & Technology (JBT) is an open-access journal published by the Department of the Commerce and Financial Management of the University of Kelaniya, Sri Lanka. The journal follows a double-blind peer-review process and is published bi-annually (January, July). JBT aims to publish scholarly research, critical reviews, case studies, practitioner reviews and technology reviews in the fields of business and technology.

Strategic Entrepreneurship Model for Economic Transformation: Malaysian Evidence

The study examines input-process-output model of strategic entrepreneurship among the Malaysian SMEsentrepreneurs. The study justified resource inputs (environment, organizational and individual) are importantresources for firms’ output. The study examines 46 entrepreneurs in the community in cross-sectional analysis.The results indicate that the model uphold the resource-based view (RBV) theory that environmental,organizational and individual resources determine better SMEs’ economic performance in Malaysia. Researchlimitations, common method bias and future studies are also discussed.

Explaining innovation in tourism-retailing contexts by applying Simon’s Sciences of the Artificial

Purpose – This study aims to use Simon’s theory of strategies to explain Ever Rich’s strategies for introducing innovation. Ever Rich is a very successful duty-free shop in Taiwan that makes profits by improving airport lobby/terminals and enhancing Taiwan’s tourism brand image. This study shows a design artifact to explain Ever Rich’s strategies for introducing innovation. The design artifact is based on Herbert Simon’s classical work of Sciences of the Artificial. The design artifact is also grounded in the theories of customer service life cycle, input-process-output model of strategic entrepreneurship and docility-based distributed cognition. Design/methodology/approach – The authors interviewed the executive management with the pre-determined 14 questions regarding resource inputs, processes of resource orchestration and outputs. Findings – Introducing innovation requires appropriate strategies. Based on Herbert Simon’s research on “Science of the Artificial”, this case shows a design artifact of strategies for introducing innovation. The design artifact is in line with Ever Rich’s corporate philosophy, including training and education of duty-free professionals, customer-oriented services, guarantee stringent quality control of products, newness and innovation and contributions to community. The design artifact, therefore, serves as a source of discovery with benefits for knowledge-building and relationship-building that are useful for students and practitioners. Practical implications – The success of this case and the reasons of success can be an inspiration for others. Originality/value – A significant contribution of the paper is that the design artifact serves as a source of discovery with benefits for knowledge-building and relationship-building that are useful both for students and practitioners.

“Flying High, Landing Soft”

Purpose – There is an increased research interest in the recent phenomenon of Chinese small and medium‐sized businesses (SMEs) going abroad. The paper aims to enrich the literature by proposing a “Flying High, Landing Soft” curriculum helping Chinese SMEs going abroad. This innovative entrepreneurial curriculum is based on the Soft Landings program originally developed by the National Business Incubation Association. The objective of the curriculum is to provide a platform for students at various levels (undergraduate, graduate, and executive education) and business communities to engage in China‐USA‐Brazil entrepreneurship.Design/methodology/approach – The “Flying High, Landing Soft” curriculum, consisting of three core elements (resources and networks; five steps process of coaching; cultivating storytellers), is grounded in the theories of input‐process‐output model of strategic entrepreneurship and docility‐based distributed cognition.Findings – A “Flying High, Landing Soft” curriculum was developed t...

Performance of Russian SMEs: exploration, exploitation and strategic entrepreneurship

Purpose – The purpose of this paper is to examine the ability of Russian firms to develop strategic entrepreneurship (SE) as a source of sustainable competitive advantage in a turbulent and hostile business environment. It aims to suggest a model of SE that includes two components – exploration and exploitation – and to test this model on 500 Russian small to medium‐sized enterprises (SMEs) which show the influence of these components on firm performance. It also aims to address one of the most fundamental questions confronting the international business (IB) field: “What determines the success and failure of firms around the world?”.Design/methodology/approach – The paper presents empirical research with a regression analysis of 500 Russian SMEs operating in Moscow and St Petersburg in three major industries: information technologies and communications (ICT), hotels, restaurants, and cafes (HoReCa) and wholesale/retail.Findings – The Russian firms show a positive influence of exploration and exploitation...

Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society

The foci of strategic entrepreneurship (SE) are broad and rich, building on research from multiple disciplines such as economics, psychology, and sociology, along with other subdisciplines in management including organizational behavior and organization theory. Herein, we examine the contributions of strategic management and entrepreneurship to SE. Building on a previous model of SE, we develop an input-process-output model to extend our understanding of the SE construct. We examine the resource inputs into SE, such as individual knowledge and skills. In addition, we explore the resource orchestration processes that are important for SE and the outcomes, including creating value for customers, building wealth for stockholders, and creating benefits for other stakeholders, especially for society at large. Individual entrepreneurs also benefit through financial wealth, but other outcomes such as personal satisfaction and fulfillment of personal needs (e.g., self-actualization) may be of equal or even greater importance. Therefore, we incorporate in the model of SE multilevel outcomes that motivate entrepreneurs.

Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society

Executive Overview The foci of strategic entrepreneurship (SE) are broad and rich, building on research from multiple disciplines such as economics, psychology, and sociology, along with other subdisciplines in management including organizational behavior and organization theory. Herein, we examine the contributions of strategic management and entrepreneurship to SE. Building on a previous model of SE, we develop an input-process-output model to extend our understanding of the SE construct. We examine the resource inputs into SE, such as individual knowledge and skills. In addition, we explore the resource orchestration processes that are important for SE and the outcomes, including creating value for customers, building wealth for stockholders, and creating benefits for other stakeholders, especially for society at large. Individual entrepreneurs also benefit through financial wealth, but other outcomes such as personal satisfaction and fulfillment of personal needs (e.g., self-actualization) may be of e...

ENTREPRENEURSHIP AS DECISION MAKING: RATIONAL, INTUITIVE AND IMPROVISATIONAL APPROACHES

In this paper entrepreneurship is presented as decision making. Mintzberg and Westley's (2001) decision making typology is adapted to the case of entrepreneurial decision making. These authors complemented the rational, step-by-step mode of decision making, with the intuitive and improvisational modes, Complementing the rational view of decision making with the analysis of entrepreneurship as intuitive or improvisational decision making, a richer and more integrated understanding of entrepreneurial behavior is obtained. To make the implications of the three decision making approaches to entrepreneurship clear, the entrepreneurial process under each of the three modes, will be considered. Ireland, Hitt and Sirmon's (2003) model of strategic entrepreneurship is used as a framework. With this framework, the three resulting theoretical representations of the entrepreneurial process will be discussed. Ireland et al,'s model of strategic entrepreneurship suggests that to understand how entrepreneurial activity leads to competitive advantage and wealth creation, four building blocks of entrepreneurial activity should be considered: entrepreneurial mindset, entrepreneurial culture and leadership, strategic management of resources and application of creativity and development of innovation.

A Model of Strategic Entrepreneurship: The Construct and its Dimensions

Strategic entrepreneurship (SE) involves simultaneous opportunity-seeking and advantage-seeking behaviors and results in superior firm performance. On a relative basis, small, entrepreneurial ventures are effective in identifying opportunities but are less successful in developing competitive advantages needed to appropriate value from those opportunities. In contrast, large, established firms often are relatively more effective in establishing competitive advantages but are less able to identify new opportunities. We argue that SE is a unique, distinctive construct through which firms are able to create wealth. An entrepreneurial mindset, an entrepreneurial culture and entrepreneurial leadership, the strategic management of resources and applying creativity to develop innovations are important dimensions of SE. Herein we develop a model of SE that explains how these dimensions are integrated to create wealth.

A Model of Strategic Entrepreneurship: The Construct and its Dimensions

Strategic entrepreneurship (SE) involves simultaneous opportunity-seeking and advantage-seeking behaviors and results in superior firm performance. On a relative basis, small, entrepreneurial ventures are effective in identifying opportunities but are less successful in developing competitive advantages needed to appropriate value from those opportunities. In contrast, large, established firms often are relatively more effective in establishing competitive advantages but are less able to identify new opportunities. We argue that SE is a unique, distinctive construct through which firms are able to create wealth. An entrepreneurial mindset, an entrepreneurial culture and entrepreneurial leadership, the strategic management of resources and applying creativity to develop innovations are important dimensions of SE. Herein we develop a model of SE that explains how these dimensions are integrated to create wealth.