Institutional Context & Mass Market Innovation: Perspectives from Visionary Leadership & Institutional Entrepreneurship

2014 ◽  
Author(s):  
Rifat Sharmelly
Keyword(s):  
Institutional Context ◽  
Visionary Leadership ◽  
Institutional Entrepreneurship ◽  
Mass Market

scholarly journals A formative evaluation of Collaboration for Leadership in Applied Health Research and Care (CLAHRC): institutional entrepreneurship for service innovation

2014 ◽  
Vol 2 (31) ◽  
pp. 1-124 ◽  
Author(s):  
Andy Lockett ◽  
Nellie El Enany ◽  
Graeme Currie ◽  
Eivor Oborn ◽  
Michael Barrett ◽  
...  
Keyword(s):  
Clinical Practice ◽  
Health Research ◽  
Institutional Context ◽  
Radical Change ◽  
Future Research ◽  
Institutional Entrepreneurship ◽  
Institutional Practices ◽  
Policy Makers ◽  
Ego Networks ◽  
Applied Health Research

BackgroundCollaborations for Leadership in Applied Health Research and Care (CLAHRCs) are a time-limited funded initiative to form new service and research collaboratives in the English health system. Their aim is to bring together NHS organisations and universities to accelerate the translation of evidence-based innovation into clinical practice. In doing so, CLAHRCs are positioned to help close the second translation gap (T2), which is described as the problem of introducing and implementing new research and products into clinical practice.ObjectivesIn this study, we draw on ideas from institutional theory and institutional entrepreneurship to examine how actors may engage in reshaping existing institutional practices in order to support, and help sustain efforts to close the T2. Our objective was to understand how the institutional context shapes actors’ attempts to close the T2 by focusing on the CLAHRC initiative.MethodsThe study employed a longitudinal mixed-methods approach. Qualitative case studies combined interview data (174 in total across all nine CLAHRCs and the four in-depth sites), archival data and field notes from observations, over a 4-year period (2009–13). Staff central to the initiatives were interviewed, including CLAHRC senior managers; theme leads; and other higher education institution and NHS staff involved in CLAHRCs. Quantitative social network analysis (SNA) employed a web-based sociometric approach to capture actors’ own individual (i.e. ego) networks of interaction across two points in time (2011 and 2013) in the four in-depth sites, and their personal characteristics and roles.ResultsWe developed a process-based model of institutional entrepreneurship that encompassed the different types of work undertaken. First, ‘envisaging’ was the work undertaken by actors in developing an ‘embryonic’ vision of change, based on the interplay between themselves and the context in which they were situated. Second, ‘engaging’ was the work through which actors signed up key stakeholders to the CLAHRC. Third, ‘embedding’ was the work through which actors sought to reshape existing institutional practices so that they were more aligned with the ideals of CLAHRC. ‘Reflecting’ involved actors reconsidering their initial decisions, and learning from the process of establishing CLAHRCs. Furthermore, we employed the qualitative data to develop five different archetype models for organising knowledge translation, and considered under what founding conditions they are more or less likely to emerge. The quantitative SNA results suggested that actors’ networks changed over time, but that important institutional influences continued to constrain patterns of interactions of actors across different groups.ConclusionThe development of CLAHRCs holds important lessons for policy-makers. Policy-makers need to consider whether or not they set out a defined template for such translational initiatives, since the existence of institutional antecedents and the social position of actors acted to ‘lock in’ many CLAHRCs. Although antecedent conditions and the presence of pre-existing organisational relationships are important for the mobilisation of CLAHRCs, these same conditions may constrain radical change, innovation and the translation of research into practice. Future research needs to take account of the effects of institutional context, which helps explain why many initiatives may not fully achieve their desired aims.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

The substance of entrepreneurship and the entrepreneurship of substances

2016 ◽  
Vol 5 (2) ◽  
pp. 201-220 ◽  
Author(s):  
Raymond J. March ◽  
Adam G. Martin ◽  
Audrey Redford
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Institutional Context ◽  
Illegal Drug ◽  
Entrepreneurial Activity ◽  
Drug Markets ◽  
Institutional Entrepreneurship ◽  
Content Type ◽  
Entrepreneurial Innovation

Purpose – The purpose of this paper is to clarify the distinctions and complementary of William Baumol and Israel Kirzner’s classifications of and insights into entrepreneurship, and thus providing a more complete taxonomy of the substance of entrepreneurial activity. This paper also attempts to clarify distinctions between unproductive and destructive entrepreneurship. Design/methodology/approach – This paper illustrates a more complete taxonomy of the substance of entrepreneurial activity by examining entrepreneurial innovation in drug markets both legal and illegal, identifying cases of productive, unproductive, superfluous, erroneous, destructive, and protective entrepreneurship. Findings – This paper finds that the classifications of entrepreneurship (productive, superfluous, unproductive, erroneous, protective and destructive) put forth by Baumol, Kirzner, and the institutional entrepreneurship literature are complementary. While Baumol seeks to explain the disequilibrating tendencies of entrepreneurship, Kirzner seeks to explain the equilibrating tendencies of entrepreneurship within the institutional context. Originality/value – This paper utilizes case studies from legal and illegal drug markets to uniquely and better explain the six cases of entrepreneurship. This paper also contributes to the literature by clearly articulating the complementarity of Baumolian and Kirznerian entrepreneurship.

scholarly journals Innovation for Emerging Markets Confronting Institutional Environment Challenges: Perspectives from Visionary Leadership and Institutional Entrepreneurship

2016 ◽  
Vol 11 (6) ◽  
pp. 108 ◽  
Author(s):  
Rifat Sharmelly
Keyword(s):  
Emerging Markets ◽  
Institutional Environment ◽  
Qualitative Content Analysis ◽  
Emerging Market ◽  
Visionary Leadership ◽  
Middle Level ◽  
Institutional Entrepreneurship ◽  
Study Approach ◽  
Advance Research

<p>Emerging markets are considered to be the largest untapped markets on earth with substantial business opportunities. However, emerging markets are characterised by weak institutional context. For entrepreneurs, how to achieve innovations in emerging markets confronting the challenge of institutional environment remains largely unexplored in the literature. This research study adopted a qualitative method using case study approach. Ten (10) top level and middle level managers were sampled, contacted and interviewed from an emerging market firm (EMF). Data was analysed using qualitative content analysis. Focusing on the product innovation for India’s masses with the creation of indigenous digital telecom switches by Centre for development of Telematics (C-DoT), our analysis reveal that entrepreneurs with visionary leadership can envision emerging market prospective and thereby have greater possibility of acting as institutional entrepreneurs to avoid uncertainty for emerging market innovations. Our proposed conceptual framework can be secured as a reference point by potential entrepreneurs to innovate targeting the emerging markets, and the study also contributes significantly to the theoretical literature on emerging market innovation formulating a set of propositions to advance research in this subject.</p>

scholarly journals USING INSTITUTIONAL ENTREPRENEURSHIP TO ‘REVERSEENGINEER’ A LARGE ENGINEERING LEADERSHIP INSTITUTE

2017 ◽  
Author(s):  
Mike Klassen ◽  
Doug Reeve ◽  
Annie Simpson ◽  
Robin Sacks ◽  
Greg Evans
Keyword(s):  
Engineering Education ◽  
Institutional Context ◽  
Institutional Entrepreneurship ◽  
Leadership Institute

Leadership is poised to become a major feature of engineering education, but the question of how to grow programs within the institutional context ofengineering faculties remains largely unanswered by the literature. Our analysis of a single historic case study of Canada’s largest engineering leadership institute sheds light on some of the strategies used to grow from a small program to a stable educational unit. We find valuable insights on how to generalize these findings by applying concepts from institutional entrepreneurship to make sense of founder strategies.

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