Fostering Enterprise

2021 ◽  
pp. 189-214
Author(s):  
Rajshree Agarwal
Keyword(s):  
Strategic Management ◽  
Upward Mobility ◽  
Industry Evolution ◽  
Strategic Entrepreneurship ◽  
Individual Firm ◽  
Lifelong Learner

This chapter uses an evolutionary lens to depict a journey that is also a destination for a lifelong learner passionate about upward mobility in intellectual, psychological, and economic realms. A mainstay of the research endeavors has been the study of innovation and enterprise. Starting as an economist studying the evolution of technologies and industries, the scholarly journey progressed to strategic management to examine firm and industry evolution and then to strategic entrepreneurship to examine individual, firm, and industry evolution. Currently, the research focuses on the interplay of enterprise and markets through an integration of economics, psychology, and sociology perspectives to understand the causes and consequences of enterprising individuals, organizations, and economies.

scholarly journals Strategic Entrepreneurship: Integrating Entrepreneurial and Strategic Management Perspectives, a Case Study at Pesantren Tebuireng Jombang, East Java

2021 ◽  
Author(s):  
A Fakhri Arifyanto ◽  
Ubud Salim ◽  
Sudjatno . ◽  
Rofiaty .
Keyword(s):  
Strategic Management ◽  
Human Resources Management ◽  
Leadership Role ◽  
Religious Leader ◽  
Entrepreneurial Leadership ◽  
Strategic Entrepreneurship ◽  
Strategic Human Resources ◽  
Digital Era ◽  
Strategic Human Resources Management

This study examines Pesantren (Islamic boarding schools) as institutions of education and religion, especially during the global and digital era. A central question concerns how Pesantren position themselves as traditional religious schools or follow the process of modernization, for example by enhancing their curriculum and changing their governance. This depends on the management model and leadership applied by the kyai (religious leader) in Pesantren in response to the changing era. In general, the leadership of Pesantren still adopt a centralized and hierarchical pattern placing the kyai as their central figure. A kyai with charismatic attainment organizes the Pesantren using his skills and knowledge. Research on the role of entrepreneurial and strategic leadership of kyais in Pesantren has been fragmented. This paper therefore examines the significance of the entrepreneurial leadership role of Kyai Salahudin Wahid in cultivating the transformational and entrepreneurial leadership spirit of Pesantren Tebuireng Jombang. The conceptual framework is focused on the development of a strategic human resources management framework which is then extended into the context of Pesantren, entrepreneurial leadership, and a strategic management perspective. Keywords: Strategic Entrepreneurship, Entrepreneurial Leadership, Pesantren, Kyai

scholarly journals Результаты деятельности компаний в сфере туризма: роль стратегического предпринимательства

2020 ◽  
pp. 21-44
Author(s):  
Муханад Хасан Ага ◽  
Елена Гаффорова
Keyword(s):  
Theoretical Model ◽  
Strategic Management ◽  
Financial Performance ◽  
Performance Indicators ◽  
Positive Relationship ◽  
Positive Impact ◽  
Empirical Testing ◽  
Strategic Entrepreneurship

В статье представлены результаты исследования компаний малого и среднего бизнеса в сфере туризма, работающих в Приморском крае. Для создания теоретической модели исследования были выявлены характеристики (переменные) концепций предпринимательства, стратегического управления и сотрудничества с конкурентами «coopetition» и рассмотрено их влияние на результаты деятельности туристских компаний. Эмпирическая проверка гипотез исследования проводилась на базе данных 107 компаний. Полученные результаты анализа свидетельствуют о положительной взаимосвязи между обеими компонентами стратегического предпринимательства (предпринимательство и стратегическое управление) с финансовыми и нефинансовыми показателями результатов деятельности туристских компаний. Результаты анализа, также, указывают на положительное влияние сотрудничества с конкурентами «coopetition» и положительное влияние на его взаимодействие со стратегическим предпринимательством на финансовые и нефинансовые показатели результатов деятельности. This article presents the results of the investigation of small and medium-sized tourism companies operating in the Primorey Territory. To create the theoretical model of the investigation, the characteristics (variables) of the entrepreneurship, strategic management and coopetition concepts were identified, and their impact on the performance of tourism companies was considered. Empirical testing of the research hypotheses was carried out on the database of 107 companies. The results of the analysis show a positive relationship between both components of strategic entrepreneurship (entrepreneurship and strategic management) and the financial and non-financial performance indicators of the tourism companies. The results of the analysis also show the positive impact of coopetition and of its interaction with strategic entrepreneurship on the financial and non-financial performance indicators.

Development of Strategic Entrepreneurship in Small and Medium-Sized Tourism Enterprises: The Role of Coopetition

2020 ◽  
Vol 26 (9) ◽  
pp. 1026-1042
Author(s):  
M. Hasan Agha
Keyword(s):  
Qualitative Study ◽  
Strategic Management ◽  
Strategic Entrepreneurship ◽  
Strategic Model ◽  
Tourism Sector ◽  
Tourism Enterprises ◽  
Conceptual Study ◽  
Gain Access ◽  
Critical Resources

Aim. The presented study aims to assess the potential of coopetition as an additional strategy to creating an integrated model for managing strategic entrepreneurship in the tourism sector.Tasks. The authors define the concept of strategic entrepreneurship; determine and analyze the concept of coopetition; formulate the concept of strategic entrepreneurship in tourism; present the results of a qualitative study aimed at determining the most important forms of cooperation between tourism companies.Methods. This conceptual study relies heavily on the examined literature, on theoretical reasons for using strategic entrepreneurship and coopetition in tourism enterprises, and on a qualitative study aimed at identifying meaningful areas of cooperation with competitors. Results. Strategic entrepreneurship is a new field based on the integration of entrepreneurship and strategic management. If used by the management, it can significantly boost the company’s performance. However, in small and medium-sized tourism enterprises, critical resources are usually limited. As a result, they have to cooperate with competitors to gain access to additional assets and opportunities. Coopetition is used as part of the strategic activities of tourism enterprises to provide the missing resources and promote innovations that could help satisfy the needs of tourists. Conclusions. Ccoopetition as an additional strategy will improve the strategic model of entrepreneurship, helping tourism enterprises achieve better performance.

scholarly journals Peran Strategic Entrepreneurship dalam Membangun Sustainable Competitive Advantage

2014 ◽  
Vol 5 (2) ◽  
pp. 437
Author(s):  
Agustinus Dedy Handrimurtjahjo
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Sustainable Competitive Advantage ◽  
Strategic Entrepreneurship ◽  
New Business ◽  
Seeking Behavior ◽  
Entrepreneurship Theory ◽  
Entrepreneurial Strategy Making ◽  
Entrepreneurial Strategy ◽  
Organizational Value

Strategic entrepreneurship has emerged as a new concept in examining convergence in entrepreneurship studies (opportunity-seeking behavior) and strategic management (advantage-seeking behavior). Studies in the area of strategic management have gradually exposed the relationship betweenstrategic management and entrepreneurship: entrepreneurial strategy making; intrapreneurship; entrepreneurial strategic posture within organizations; entrepreneurial orientation; strategic managementintegration as a context for entrepreneurial actions; and entrepreneurship theory with strategic management and the resource-based view (RBV). A conceptual model of SE that has been developed by Ireland et al.suggested that a firm which linearly and sequentially: employs an entrepreneurial mindset to identify opportunities; manages resources strategically to tackle the opportunity; applies creativity and innovation; andgenerates a competitive advantage is strategic and entrepreneurship operation. Managers must maximize the pursuit of new business opportunities while simultaneously maximize the generation and application of temporary competitive advantages to sustainably create organizational value. This paper develops a conceptual framework that demonstrate the role of strategic entrepreneurship in building sustainable competitiveadvantage.

scholarly journals The Evolution Of The American Brewing Industry

2010 ◽  
Vol 6 (6) ◽  
Author(s):  
Alfred G. Warner
Keyword(s):  
Strategic Management ◽  
Historical Background ◽  
Industry Evolution ◽  
Brewing Industry ◽  
Upper Level

This case provides industry and historical background to firm specific cases in the brewing industry. It also stands alone as an industry evolution case. This case is intended for MBA or upper level undergraduate classes in strategic management.

Developing and Validating a Scale to Assess Strategic Entrepreneurship Among Women: A Case of Jammu and Kashmir in India

2019 ◽  
Vol 20 (2) ◽  
pp. 387-404 ◽  
Author(s):  
Saif Siddiqui ◽  
Sumaira Jan
Keyword(s):  
Strategic Management ◽  
Women Entrepreneurs ◽  
The State ◽  
Jammu And Kashmir ◽  
Strategic Entrepreneurship ◽  
Entrepreneurial Culture ◽  
Management Of Resources ◽  
Positive Variation ◽  
Different Dimensions ◽  
Strategic Perspective

The combination of entrepreneurship and strategic management, called strategic entrepreneurship, is still in its infancy, as Hitt et al. proposed it in the year 2001. Since then researchers have continuously pushed their limits to explore it on different fronts and domains. But, so far, a mutual consent on what actually constitutes it has not been achieved. In developing nations like India, this concept presents huge opportunities for researchers to explore it on different dimensions and domains. Specifically talking about the state of Jammu and Kashmir ( J & K) where entrepreneurship was once considered to be a male-dominated field, this concept presents huge opportunities for researchers to fill in the gap. The aim of the present study is to develop and validate a scale which can be used to assess strategic entrepreneurship among women entrepreneurs of the state of J & K in India. The major takeaway of this study is that innovativeness, entrepreneurial culture, entrepreneurial leadership, entrepreneurial mindset, strategic management of resources and networking significantly load on strategic entrepreneurship. The study proposes a significantly positive relationship between the various dimensions which means a positive variation in one dimension leads to a positive variation in another as well and vice versa. The study provides a scale which can be used for test–retest analysis for future studies on strategic entrepreneurship in the state. This study is of great help to the researchers who want to explore strategic perspective of entrepreneurship among women entrepreneurs.

Strategic Entrepreneurship: Integrating Entrepreneurial and Strategic Management Perspectives

2017 ◽  
pp. 1-16 ◽  
Author(s):  
Michael A. Hitt ◽  
R. Duane Ireland ◽  
S. Michael Camp ◽  
Donald L. Sexton
Keyword(s):  
Strategic Management ◽  
Strategic Entrepreneurship

Reconciling Entrepreneurial Orientation and Dynamic Capabilities: A Strategic Entrepreneurship Perspective

2018 ◽  
Vol 27 (2) ◽  
pp. 180-208 ◽  
Author(s):  
Hwan Jin Kim
Keyword(s):  
Strategic Management ◽  
Entrepreneurial Orientation ◽  
Product Innovation ◽  
Small Firms ◽  
Firm Growth ◽  
Dynamic Capabilities ◽  
Interaction Effects ◽  
Hierarchical Regression ◽  
Radical Product ◽  
Strategic Entrepreneurship

Strategic entrepreneurship (SE) emphasises the complementary roles played by entrepreneurship and strategic management in promoting firm growth. This article adopts two dominant concepts from each field—entrepreneurial orientation (EO) and dynamic capabilities (DCs)—to investigate their interaction effects on firm performance (FP). It further examines three contingencies—firm, market and product innovation—that significantly affect the levels of EO and DCs that firms pursue. This study analyses the influence of EO and DCs on performance using hierarchical regression models. Interaction effects of EO and DCs on FP demonstrate a positive relationship. This study found that DCs are more critical for incumbent firms than for small firms. Both EO and DCs enhance performance in dynamic markets. The EO increases performance under radical product innovation, while DCs show no effects. This study provides important and unique implications for the complementary roles of entrepreneurship and strategic management.

DETERMINANTS OF ACADEMIC ENTREPRENEURSHIP: A STRATEGIC ENTREPRENEURSHIP MODEL

2020 ◽  
Vol 25 (3) ◽  
pp. 216-225
Author(s):  
Li Jisheng ◽  
Mohammad Saeed
Keyword(s):  
Organizational Culture ◽  
Strategic Management ◽  
Entrepreneurial Orientation ◽  
Academic Entrepreneurship ◽  
Local Region ◽  
Third Mission ◽  
Teaching And Research ◽  
Strategic Entrepreneurship ◽  
The Third ◽  
The Right

Traditionally, universities are regarded as carrying two missions—teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a ‘third mission’—that of “contributing to the industry, the economy, the local region or the society. Universities have adopted academic entrepreneurship as the strategy to grow and influence the economy and society. Despite tremendous endeavours to grasp the third mission, universities still present extraordinary heterogeneity in their association and participation in academic entrepreneurship. This study aims to study academic entrepreneurship through the lens of strategic entrepreneurship while exploring the accountable factors of entrepreneurship orientation, entrepreneurship leadership, strategic management and organizational culture. This study promises that entrepreneurial orientation, entrepreneurship leadership, strategic management and organizational culture are imperative for the optimization of academic entrepreneurship. It is proposed that the right combination and availability of these variables will enable universities to bring forth a synergy to accelerate academic entrepreneurship. The implications and limitations of the study are presented.

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