A Focused Issue on Understanding Growth: Entrepreneurship, by Sanchez R., Heene A. PDF

By Sanchez R., Heene A.

ISBN-10: 0762312114

ISBN-13: 9780762312115

This 3rd quantity of study in Competence-Based administration (RCBM) keeps the release of a long-awaited outlet for peer-reviewed learn papers contributing to development of competence-based administration theory.Each quantity in RCBM should be fascinated about a key element of competence conception. the focal point during this quantity on ''Understanding progress: Entrepreneurship, Innovation, and Diversification'' addresses key tactics necessary to winning association competence development, leveraging, and upkeep. the 1st set of papers during this quantity explores the significance of entrepreneurial motivation in altering markets, in addition to ideas for inner as opposed to exterior investment and association of entrepreneurial ventures. A moment set of papers addresses a few key matters in innovation in small and big organizations, in addition to the competence construction method in the course of technological innovation. Papers on diversification and alliances examine the position of competence leveraging as a motive force of diversification, in addition to decision-making in innovation which may result in diversification, cultivating associations for bettering innovation functionality, and enhancing alliance administration power.

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Additional resources for A Focused Issue on Understanding Growth: Entrepreneurship, Innovation, and Diversification (Research in Competence-Based Management, Volume 3)

Example text

1999). Emergence of entrepreneurs following exogenous technological change. Strategic Management Journal, 20(1), 31–47. Argote, L. (1999). Micro underpinnings of organizational learning. In: Organizational learning: Creating, rethinking, and transferring knowledge (pp. 99–141). Boston, MA: Kluwer Academic Publishers. , & Volberda, H. W. (1997). Strategic renewal in large complex organizations: A competence-based view. In: A. Heene & R. Sanchez (Eds), Competence-based strategic management. Chichester: Wiley.

Shepherd, D. A. (2000). Entrepreneurship as a utility maximizing response. Journal of Business Venturing, 15, 231–251. Eisenhardt, K. , & Tabrizi, B. M. (1995). Accelerating adaptive processes: Product innovation in the global computer industry. Administrative Science Quarterly, 40, 84. , & Coombs, R. (1997). The coincidence of technology and market objectives in the internationalisation of new technology-based firms. International Small Business Journal, 15, 14–35. , Eisenhardt, K. M. (2000).

The basic strategy of Susar is to keep to developing the technology in close cooperation with other firms and to leave other parts of the process to others. The entrepreneurial actions build on the competence base of the employees (and the CEO), as this is very obviously a knowledge-based company. The CEO has been very strict about Susar participating in teams and project. This enables the firm to get knowledge and an understanding of the complementary parts of the process – even though the only responsibility is the development of the technology (but they have to understand the setting in which the product is to be used).

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A Focused Issue on Understanding Growth: Entrepreneurship, Innovation, and Diversification (Research in Competence-Based Management, Volume 3) by Sanchez R., Heene A.


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