scholarly journals Entrepreneurial Empowerment: You Are Only as Good as Your Employees

2020 ◽  
Vol 23 (3-4) ◽  
pp. 462-498 ◽  
Author(s):  
Desmond Ng
Keyword(s):  
Discovery Process ◽  
Entrepreneurial Discovery ◽  
Central Task ◽  
Knowledge Problem ◽  
Localized Knowledge ◽  
Leadership Research ◽  
Psychological Dimensions

As employees are increasingly recognized as an important source of ideas and inspiration, contemporary leadership research finds that the central task of leaders is to empower employees to realize their skills and talents to achieve an organizations' visions and goals. Drawing on this leadership premise, this study develops the concept of entrepreneurial empowerment (EE). EE has structural and psychological dimensions that empower employees to utilize their knowledge to solve the internal Hayekian knowledge problem. EE introduces an endogenous discovery process in which entrepreneurial leaders play a central role in empowering employees to use their localized knowledge. This entrepreneurial discovery process offers opportunities to adapt and innovate using the knowledge experiences of employees. This study underscores that a venture’s success is not tied to an entrepreneur’s inspirational ideas (or, more broadly, their asymmetric knowledge experiences), but to their ability to inspire ideas from all levels of their business hierarchy.

Governance of the territorial entrepreneurial discovery process: looking under the bonnet of RIS3

2018 ◽  
Vol 53 (4) ◽  
pp. 451-461 ◽  
Author(s):  
Mari José Aranguren ◽  
Edurne Magro ◽  
Mikel Navarro ◽  
James R. Wilson
Keyword(s):  
Discovery Process ◽  
Entrepreneurial Discovery

Smart Specialization Strategy

2019 ◽  
pp. 100-130 ◽  
Author(s):  
Nibedita Saha ◽  
Tomas Saha ◽  
Petr Saha
Keyword(s):  
Regional Development ◽  
Regional Growth ◽  
Discovery Process ◽  
Entrepreneurial Universities ◽  
Bottleneck Effect ◽  
Entrepreneurial Discovery ◽  
Smart Specialization

This chapter deliberates the significance of smart specialization strategy and its impact on regional development that enable a region to become more creative and innovative. Consistently, the emergence of smart specialization strategy is the cornerstone of creating a unique platform for enhancing territorial competitiveness and knowledge-driven innovation center through promoting entrepreneurial universities within the region connected to the regional growth scheme. Therefore, the authors investigate what makes regions competitive. What fosters growth in one region may be under a bottleneck effect in another. This chapter represents an accessible approach for identifying competitors and their particular circumstances that discuss regional entrepreneurial discovery process and their competitiveness from a conceptual perspective.

Smart Specialization Strategies and Universities

2019 ◽  
pp. 31-59
Author(s):  
Christophe Feder
Keyword(s):  
Technological Change ◽  
Theoretical Framework ◽  
Pivotal Role ◽  
Discovery Process ◽  
Entrepreneurial Discovery ◽  
Biased Technological Change ◽  
Smart Specialization ◽  
The University

The smart specialization strategy is a cornerstone in the EU policy. The smart specialization policy and the entrepreneurial discovery process is formalized in order to generalize and implement the smart specialization concept. The main conclusion of the proposed theoretical framework is that the smart specialization strategy is efficient if it increases the productivity of the largest factor in the region. Starting from the biased technological change notion, the proposed theoretical framework shows the pivotal role of the university for the efficient implementation of the smart specialization strategy not only in the short and medium term but also in the long term.

scholarly journals Challenges and opportunities of building an entrepreneurial discovery process through university–industry interaction: A Norwegian case study

2020 ◽  
pp. 095042222097834
Author(s):  
Thomas Brekke
Keyword(s):  
Collaborative Work ◽  
Active Role ◽  
Policy Implications ◽  
Discovery Process ◽  
Structured Interviews ◽  
Regional Innovation ◽  
Bottom Up ◽  
Entrepreneurial Discovery ◽  
University College ◽  
Challenges And Opportunities

This study provides new insights into the entrepreneurial role of universities in an entrepreneurial discovery process. Over the past decades, European policies have encouraged universities to identify opportunities and develop new partnerships and connections with society. This analysis focuses on the Vestfold region of Norway, which contains an institutionally rich and specialised electronic industry, supported by a university college. The development of entrepreneurial discovery as a process capability at the regional level is examined using qualitative analysis based on semi-structured interviews. Regional actors developed regional innovation capabilities based on a bottom-up entrepreneurial discovery approach, in which a local university college played an active role. Entrepreneurial discovery capabilities entail a rigorous assessment of the region’s knowledge base, experimentation and the institutionalisation of new collaborative work forms that mobilise industry–university interaction aimed at identifying and facilitating the emergence and growth of new domains. The article highlights the challenges and opportunities of a bottom-up entrepreneurial discovery approach and concludes with policy implications.

scholarly journals Lessons Learnt: Changes in the Methodology of the Entrepreneurial Discovery Process in Defining the Priorities of Hungarian Smart Specialisation Strategies

2021 ◽  
Vol 13 (22) ◽  
pp. 12695
Author(s):  
Zoltán Birkner ◽  
Ádám Mészáros ◽  
István Szabó
Keyword(s):  
Strategic Planning ◽  
Discovery Process ◽  
Policy Documents ◽  
Hungarian Literature ◽  
Entrepreneurial Discovery ◽  
Lessons Learnt ◽  
Smart Specialisation ◽  
Planning Cycle ◽  
Institutional System

This study shows how one of the fundamental methods of designing and implementing the Smart Specialisation Strategy (S3), the Entrepreneurial Discovery Process (EDP), was applied in the period of 2014–2020 and how, taking accrued experience into account, it has been adjusted in the new planning cycle in Hungarian practice. Based on Hungarian strategies and other policy documents, international and Hungarian literature, the study shows that although the involvement of relevant actors in strategic planning and prioritising was achieved in both cycles, the nature of the actors’ participation differed fundamentally in the two periods. We found that learning from the experience of planning the S3 for 2014–2020, the design of the 2021–2027 strategy required improving the focus of priorities, validating priorities and creating an institutional system capable of making EDP continuous during the cycle 2021–2027, in line with the European Commission’s expectations. We concluded that a well-functioning EDP methodology is an essential part of the substantive realisation of an S3 that can be dynamically shaped according to the challenges.

Smart specialisation strategies in south Europe during crisis

2014 ◽  
Vol 17 (4) ◽  
pp. 448-471 ◽  
Author(s):  
Nicos Komninos ◽  
Bernard Musyck ◽  
Alasdair Iain Reid
Keyword(s):  
Private Investment ◽  
Added Value ◽  
Discovery Process ◽  
Regional Innovation ◽  
Content Type ◽  
Entrepreneurial Discovery ◽  
South East Europe ◽  
Exit Route ◽  
Smart Specialisation ◽  
Innovation Strategies

Purpose – The purpose of this paper is to assess how national and regional authorities in south-east Europe in a period of crisis perceive and set in motion research and innovation strategies for smart specialisation (RIS3) and the options that these strategies offer to overcome the current fiscal and development crisis. Design/methodology/approach – The paper starts with a literature review on the guiding principles of smart specialisation strategies and the differences from previous rounds of regional innovation strategies. Evidence on smart specialisation efforts is provided by cases studies in Greece, Slovenia, and Cyprus, focusing on the elaboration of such strategies in three countries with precarious innovation systems under severe conditions of crisis. The case studies are organised around key aspects of the smart specialisation logic, such as the selection of specialisation priorities, bottom-up governance, private sector leadership, and engines of innovation and competitiveness. Findings – The paper explores the obstacles encountered in running effective RIS strategies under crisis conditions. The paper highlights the main challenges to address, such as the readiness and credibility of public authorities to design and implement sound RIS3 strategies, the willingness of companies to be involved in strategic planning, the availability of private investment funds, innovation and diversification during a crisis, and the drivers of specialisation that could lead to competitiveness and growth. In the conclusions the paper identifies three routes towards smarter productive diversification and five critical stages in the entrepreneurial discovery process. Originality/value – The paper has both practical and theoretical significance. It focuses on the main challenges of smart specialisation and offers guidance in the elaboration of RIS3 in peripheral EU economies. On the other hand, it proposes a model for the entrepreneurial discovery process, based on the assessment of areas and futures of productivity and added-value increase, as productive diversification and crisis exit route.

scholarly journals Issues of Chemical Cluster Formation in the Context of the Implementation of Smart Specialization Approach in Dnipropetrovsk Region

2020 ◽  
pp. 70-79
Author(s):  
N. Shvets ◽  
Keyword(s):  
Development Strategy ◽  
High Efficiency ◽  
Regional Cooperation ◽  
Cluster Formation ◽  
Smart Growth ◽  
Discovery Process ◽  
Specific Chemical ◽  
Entrepreneurial Discovery ◽  
Smart Specialization ◽  
Innovation Space

The article analyzes the external and internal conditions for the formation of a regional chemical cluster in Dnipropetrovsk region based on smart specialization approach and formulates recommendations for the preparatory stage of the entrepreneurial discovery process. It is noted that the application of a new model of regional development management using smart specialization methodology requires the creation of integral effective innovation space, the development of which can occur by regional economy clustering. By studying foreign experience in cluster development, attention is drawn to the important role of the authorities as a facilitator and not a leader of cluster initiatives. The conclusion is made about the incomplete elaboration of a smart oriented strategic goal in the Development Strategy of Dnipropetrovsk region for the period until 2027. The expediency of the region’s choice of chemical industry as a priority for further search for smart growth points has been proved. The chemical sphere priorities and projects registered on the European Smart Specialization Platform were considered. It is noted that Dnipropetrovsk region has certain prerequisites for the formation of a formal regional chemical cluster based on existing economic opportunities, the latest industry trends and prospects for cross-sectoral and cross-regional cooperation. The work identifies the main features of the future chemical cluster and its general characteristics. The emphasis is made on the fact that it is impossible to develop a specific chemical cluster model before the start of entrepreneurial discovery process; its profile will be understood only by the results of this process. The important aspects and requirements for the entrepreneurial discovery process are revealed, which must be taken into account before and during its implementation. Recommendations have been developed, including a set of preparatory actions, aimed at ensuring a more complete stakeholder identification and high efficiency of smart priority search process.

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