Varieties of bricolage and the process of entrepreneurship

2011 ◽  
Vol 14 (2) ◽  
pp. 53-66 ◽  
Author(s):  
Jeff Vanevenhoven ◽  
Doan Winkel ◽  
Debra Malewicki ◽  
William L. Dougan ◽  
James Bronson
Keyword(s):  
Social Relationships ◽  
New Venture ◽  
Entrepreneurial Process ◽  
External Resources ◽  
Internal Resources ◽  
Theoretical Account

We offer a theoretical account of how two types of bricolage influence the entrepreneurial process. The first type involves social relationships or physical or functional assets, and thus pertains to an entrepreneurʼs external resources used in the instantiation of operations of a new venture. The second type pertains to an entrepreneurʼs internal resources‐experiences, credentials, knowledge, and certifications‐which the entrepreneur appropriates, assembles, modifies and deploys in the presentation of a narrative about the entrepreneurial process. We argue that both types of bricolage are essential to the success of a venturing attempt.

scholarly journals Managing New Ventures

2021 ◽  
pp. 73-99
Author(s):  
Dean A. Shepherd ◽  
Holger Patzelt
Keyword(s):  
Social Relationships ◽  
New Ventures ◽  
New Venture ◽  
Entrepreneurial Process ◽  
Organizational Emergence ◽  
The Creation ◽  
Founding Team

AbstractThe creation of new ventures and growing them into well-established organizations is the key purpose of managing new ventures. This chapter explains the 10 most essential subtopics for managing new ventures (Shepherd et al. in Journal of Management 47:11–42, 2021): (1) lead founder, (2) founding team, (3) social relationships, (4) cognitions, (5) emergent organizing, (6) new venture strategy, (7) organizational emergence, (8) new venture legitimacy, (9) founder exit, and (10) entrepreneurial environment. This chapter ties these “managing” subtopics into the three major stages of the entrepreneurial process—co-creating, organizing, and performing. The framework provides a cohesive story of managing new ventures.

VALUE-SEMANTIC ECONOMY

ASJ. ◽  
2020 ◽  
Vol 1 (40) ◽  
pp. 53-57
Author(s):  
A.V. Kurbatov A.V., ◽  
L.A. Kurbatova
Keyword(s):  
Human Capital ◽  
High Efficiency ◽  
Human Capital Development ◽  
Capital Theory ◽  
The Sustainable Development ◽  
External Resources ◽  
Internal Resources ◽  
Value Determination ◽  
High Dynamics ◽  
Capital Development

The continuing build-up in the speed of deepening of the global economic crisis, driven by just as fast drop in quantity of the external resources calculated per inhabitant of our planet, forces us to refer to internal resources in order to prevent the irreversible losses, to overcome the crisis and ensure the sustainable development. Beginning from the second half of the 20-th century, the hopes for efficient deployment of internal resources have been laid on the development of the human-capital theory. However, despite the intensive change in perception of the very concept of "human capital" and a wide scope of innovative models of its practical application, aimed at bringing the economy out of stagnation, the desired outcome is not achieved. The trend of transferring of the bulk of investments to human capital, at the expense of the share of investments spent on increased production, has proved insufficient. The analysis of causes of ultra-high risks of investments in increase of human capital has helped to determine that the models, which are used currently, do not take into account some of the fundamental patterns, which ensure the high efficiency of investment in human capital. Most of the models are based on application of the methods of situational governance, which, at best, have a short-term positive effect. This trend results from the insufficient awareness of managers of the fundamental patterns of human capital development, which deprives the investors of the possibility to benefit from the optimal combination of the situational governance with relevant long-term programs, which can steadily increase human capital. The researches of the fundamental patterns of human capital development have shown, that the main factor for achieving the high efficiency of investment in human capital is the correct organization of the processes of value determination of the subjects of economic activity and the transition from the value determination to value-semantic determination, thus ensuring guaranteed attainment of goals along with high dynamics of resources. The work presented here is dedicated to the method of managing the quality of human capital, which is hereafter referred to as value-semantic economy.

scholarly journals EXPRESS: Power resources and successful trade union actions that address precarity in adverse contexts: The case of Central and Eastern Europe

2021 ◽  
pp. 001872672110201
Author(s):  
Aurora Trif ◽  
Valentina Paolucci ◽  
Marta Kahancova ◽  
Aristea Koukiadaki
Keyword(s):  
Trade Unions ◽  
Future Research ◽  
Eastern European ◽  
External Resources ◽  
Internal Resources ◽  
Global Context ◽  
Deregulated Markets ◽  
Power Resources ◽  
Eastern European Countries ◽  
Depth Interviews

Is it possible for trade unions to fight precarity in an adverse global context? Although existing research suggests this is possible, there is limited understanding of the interplay of resources that enable unions to address precarity in deregulated markets. This study employs a power resource approach to investigate how unions overcome their external constraints. It draws upon 130 in-depth interviews with key informants across nine Central and Eastern European countries to investigate successful and unsuccessful union actions in sectors with differing external resources. In each sector, unions that mobilise their internal resources have been able to reduce various precarity dimensions, such as low wages, lack of voice, and irregular working time. The results reveal that unions whose objectives are based on convincing win–win discourses can make strides, acting as drivers of change in precarity patterns even in unfavourable conditions. Moreover, the study introduces a multi-dimensional conceptualisation of union success, identifying union actions that result in measurable improvements in precarity dimensions for all worker types. To deepen understanding of the role unions play in fighting precarity in adverse contexts, future research could investigate union actions that improve a wider range of precarity dimensions for all workers.

Supply resource management: Salomon and his network of subcontractors in Romania

2017 ◽  
Vol 33 (2) ◽  
pp. 4-6
Author(s):  
Richard Calvi
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Competitive Advantage ◽  
Strategic Decisions ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
The One ◽  
Practical Implications

Purpose According to Christopher (2000), in a lot of sectors, the competition is a question of supply chain against supply chain. The winner in term of competitive advantage should be the one, who is able to obtain more than the competitor from the available resources. In strategic literature, Dyer and Singh (1998) are the first who introduced the concept of “relational competency” to explain why some companies gain their competitive advantage not directly from their internal resources but mainly because they are able better to combine external resources. Design/methodology/approach This paper is a case study. Findings The author describes the different phases and strategic decisions in the building of a real supplier eco-system. Research limitations/implications It is a sole case study. Practical implications This study is a description of a success story. Originality/value This study is a description of an external resource management in action.

scholarly journals Creating New Ventures: A Review and Research Agenda

2020 ◽  
Vol 47 (1) ◽  
pp. 11-42 ◽  
Author(s):  
Dean A. Shepherd ◽  
Vangelis Souitaris ◽  
Marc Gruber
Keyword(s):  
Organizational Behavior ◽  
Social Relationships ◽  
Research Agenda ◽  
New Ventures ◽  
New Venture ◽  
Future Research ◽  
The Past ◽  
Road Map ◽  
Organizational Emergence ◽  
Founding Team

Creating new ventures is one of the most central topics to entrepreneurship and is a critical step from which many theories of management, organizational behavior, and strategic management build. Therefore, this review and proposed research agenda are relevant to not only entrepreneurship scholars but also other management scholars who wish to challenge some of the implicit assumptions of their current streams of research and extend the boundaries of their current theories to earlier in the organization’s life. Given that the last systematic review of the topic was published 16 years ago, and that the topic has evolved rapidly over this time, an overview and research outlook are long overdue. From our review, we inductively generated 10 subtopics: (a) lead founder, (b) founding team, (c) social relationships, (d) cognitions, (e) emergent organizing, (f) new-venture strategy, (g) organizational emergence, (h) new-venture legitimacy, (i) founder exit, and (j) entrepreneurial environment. These subtopics are then organized into three major stages of the entrepreneurial process: co-creating, organizing, and performing. Together, the framework provides a cohesive story of the past and a road map for future research on creating new ventures, focusing on the links connecting these subtopics.

Daring to tap external strategic resources: competitive advantage in global industries

2019 ◽  
Vol 40 (3) ◽  
pp. 25-35 ◽  
Author(s):  
Stuart Orr
Keyword(s):  
Supply Chain ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
External Focus ◽  
Strategic Resources ◽  
Balanced Approach ◽  
Complementary Product ◽  
New Business ◽  
Practical Implications

Purpose In addition to their internal resources, companies in most industries rely upon external strategic resources to maintain and improve their performance. External strategic resources have a similar effect on competitiveness but are located in the company’s networks or even in unrelated industries. Some companies underuse these resources, while other companies focus too strongly on accessing external resources in their own industry, which results in hyper-competition. This paper aims to explain how different industries use external resources and describes the criteria for a balanced approach which leads to knowledge transfer, diversity and supports the development of new business. Design/methodology/approach Examples and evidence from four different industries are used to identify the different approaches for accessing external strategic resources. Findings Valuable external strategic resources are non-transferable, located in a complementary product organisation, knowledge-oriented, located in a different country, preferably not part of the organisation’s primary external focus (e.g. supply chain), able to introduce diversity and innovation and are compatible with network behaviours. Practical implications External strategic resources are frequently found within the organisation’s supply chain, however, use of these resources should be balanced by external resources from non-related industries to increase diversity and reduce the likelihood of hyper-competition. Originality/value This paper explains why external strategic resources are valuable, identifies the different approaches to accessing them, describes the benefits and drawbacks associated with each approach and provides the key criteria for identifying a valuable external strategic resource.

A Conceptual Framework in Building Dynamic Capabilities in Highly Competitive Industry

2015 ◽  
Vol 21 (4) ◽  
pp. 800-804
Author(s):  
Hardijanto Saroso
Keyword(s):  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Organizational Capabilities ◽  
Television Industry ◽  
Time Dynamic ◽  
External Resources ◽  
Internal Resources ◽  
Competitive Industry ◽  
New Concepts ◽  
Entrepreneurial Leader

In highly competitive industry, as such in Indonesian Television Industry, the companies should have the ability to respond the competition, in a very narrow window time. Dynamic Capability concept from David Teece, Gary Pisano, and Amy Shuen is in an excellent concept in addressing this situation and became the central of thought in building organization capability to face the competition. Dynamic capabilities took a significant attention from researcher and continue to draw more new concepts and theories. However based on Jeffrey T Macher and David C Mowery, only few researchers focused to the organizational process in developing this capability inside the organizations. Organizational capabilities are built from organizational routines, structures, and processes. It also requires resources, which are available through internal development or acquisition, and lead by a manager or entrepreneurial leader that improve existing routine or create the new ones. The dynamic market forces the organization to explore and exploit the internal and external resources to reach a level of innovation and win the competition. An entrepreneur leader has a high potential to initiate exploitation of internal resources and exploration of external resources, as well as proactively initiate strategic and innovative steps, manage risk, in order to optimize the organization capability and gain competitive advantage. This paper intended to explore a conceptual framework to develop dynamic capabilities in the organization and bring Indonesian Television Industry into the discussion of industrial dynamic competition.

scholarly journals Examining the nature of resource-based processes in new venture development through a business-duality lens: A farming sector taxonomy

2012 ◽  
Vol 30 (2) ◽  
pp. 161-188 ◽  
Author(s):  
Helen Perks ◽  
Dominic Medway
Keyword(s):  
Late Stage ◽  
New Ventures ◽  
Multiple Case Study ◽  
New Venture ◽  
Entrepreneurial Process ◽  
Case Study Methodology ◽  
Multiple Case ◽  
Study Methodology ◽  
Insight Into

This article investigates the nature of resource-based processes in the development of new ventures, adopting a business duality lens. Business duality occurs where a new venture is developed alongside an established business. The research employs a multiple case study methodology situated in the farming sector. The details of resource assembly and deployment are examined and presented through four stages of the entrepreneurial process: initiation, experimentation, mature and late stage. The findings offer insight into the manner in which resource ties between the businesses relate to processes of resource assembly and deployment and in addition, inform a business duality-based taxonomy. This depicting three generic approaches to managing resource-based processes in the development of new ventures in the farming sector: holistic innovators, reactive innovators and cautious innovators. We conclude by considering the implications of our arguments for new venture activity in other business duality contexts.

Magine Snowboards

2015 ◽  
Vol 4 (1) ◽  
pp. 107-119
Author(s):  
Jose Lam ◽  
Jacqueline Walsh
Keyword(s):  
Environmentally Friendly ◽  
New Venture ◽  
Innovative Product ◽  
Entrepreneurial Process ◽  
Sustainable Materials ◽  
A Company ◽  
Young Entrepreneurs

This case illustrates the challenges entrepreneurs experience as they try to guide a new venture to the commercialization stage in the entrepreneurial process. Steve Wheeler, Mike Maddock, and Marcel Savidon are three young entrepreneurs and friends who founded Magine Snowboards, a company focused on the manufacturing of snowboards. This case is set in January of 2012 as Steve Wheeler debates the next strategic step for the company. Magine has developed an innovative product—a snowboard that uses environmentally friendly and sustainable materials. The entrepreneurs have been able to start the business through bootstrapping. However, they now need to develop a strategy that can guide the company forward.

Accessing and acquiring resources

2021 ◽  
pp. 96-118
Author(s):  
Tom Elfring ◽  
Kim Klyver ◽  
Elco van Burg
Keyword(s):  
New Ventures ◽  
New Combinations ◽  
Entrepreneurial Success ◽  
Resource Model ◽  
Network Ties ◽  
External Resources ◽  
Internal Resources ◽  
Interactive Network ◽  
The Social ◽  
Scarcity Of Resources

Given the scarcity of resources in new ventures, a key challenge for entrepreneurs is the mobilization of external resources from their social networks to combine with already available internal resources in their attempts to develop and exploit opportunities. Prior research has been insightful in providing explanations on how mobilizing external resources through network ties predicts entrepreneurial success. However, conflicting and “murky” findings simultaneously indicated a need for further theorization. The authors suggest that a more thorough emphasis on networking agency, uncertainty, and the various steps in the resource process may help converge prior inconsistencies and provide a more realistic picture of entrepreneurs’ struggles to combine external and internal resources into valuable bundles. Specifically, by combining the social-interactive network and resource-based perspectives, we develop a “network-based resource model” to explain entrepreneurship in terms of building and exploiting networking relationships to develop new combinations. The model aims to explain how entrepreneurship as networking, with its social-interactive network agency, brings external resources into the uncertain and reiterative process of developing new combinations to capture value from acting on opportunities.

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