scholarly journals Imprenditore ed Università nello start-up di impresa: ruoli e relazioni critiche

2009 ◽  
Author(s):  
Lorenzo Petretto
Keyword(s):  
Intellectual Property ◽  
Strategic Management ◽  
Empirical Evidence ◽  
Direct Contribution ◽  
Start Up ◽  
Institutional Contexts ◽  
The Creation ◽  
University Of Florence

For some years now the Universities have assumed a dynamic role in fostering the enhancement of enterprise, making a direct contribution to the strategic management of intellectual property and the transfer of research deliverables, as well as in the training of potential entrepreneurs and the creation of structures offering support to new enterprises. Through the elaboration of empirical evidence from two quite different and hardly comparable institutional contexts – the American Babson College and the Italian University of Florence – this study analyses the potential activities of entrepreneurial matrix, in terms of relations, resources and incentives, offered for the use of young businesses in the start-up phase.

Kewirausahaan (Entreprenuership) Berbasis Manajemen Strategik bagi Wirausaha Baru di Kecamatan Kebayoran Lama Utara, Jakarta Selatan

2018 ◽  
Vol 1 ◽  
pp. 333
Author(s):  
Sintha Wahjusaputri ◽  
Ahmad Faisal Siregar
Keyword(s):  
Strategic Management ◽  
Community Organization ◽  
Small And Medium Enterprises ◽  
Group Discussion ◽  
Family Welfare ◽  
Start Up ◽  
Work Community ◽  
New Business ◽  
Medium Enterprises ◽  
Creativity And Innovation

Entrepreneurship (entrepreneurship) is a process of applying creativity and innovation in solving problems and finding opportunities to improve life (business and work). Community service activities are focused on small and medium enterprises (SMEs) built by PKK through UP2K in Kebayoran Lama Utara sub-district, in the form of food culinary, clothing, transportation and new business (start-up company). Business people as many as 30 people from various businesses. Methods used: (1) Survey; (2) Focus Group Discussion (FGD); (3) Briefing (Community Organization); (4) Community Development; (5) Learning Methods; and (6) Advocacy. The findings obtained are: (1) nine out of 10 organizations failed to realize SMEs due to no rest; (2) there are 5% of participants who understand the strategic plan; (3) 60% of organizations do not have realization budgets. The objectives of entrepreneurship based on strategic management are: (1) achievement of family economic effort improvement through group / individual business, so as to increase income and family welfare; (2) enhancing the capabilities and qualities of new entrepreneurs; (3) increasing knowledge, skills and skills for new entrepreneurs; (4) fostering groups of community or pre-cooperative economic enterprises in order to improve the family and community economy. Strategic management-based entrepreneurship is expected to promote effective and efficient SMEs for new entrepreneurs.

From Start-Up to Scale-Up

2018 ◽  
Author(s):  
Gilles Duruflé ◽  
Thomas Hellmann ◽  
Karen Wilson
Keyword(s):  
United States ◽  
Conceptual Framework ◽  
Public Policies ◽  
Scale Up ◽  
The United States ◽  
Smart Money ◽  
Start Up ◽  
The Us ◽  
The Creation

This chapter examines the challenge for entrepreneurial companies of going beyond the start-up phase and growing into large successful companies. We examine the long-term financing of these so-called scale-up companies, focusing on the United States, Europe, and Canada. The chapter first provides a conceptual framework for understanding the challenges of financing scale-ups. It emphasizes the need for investors with deep pockets, for smart money, for investor networks, and for patient money. It then shows some data about the various aspects of financing scale-ups in the United States, Europe, and Canada, showing how Europe and Canada are lagging behind the US relatively more at the scale-up than the start-up stage. Finally, the chapter raises the question of long-term public policies for supporting the creation of a better scale-up environment.

Cross-border copyright, complexity and collaboration: Approaching intellectual property across an international consortium of photo archives

2021 ◽  
Vol 46 (1) ◽  
pp. 3-6
Author(s):  
Melissa Gold Fournier
Keyword(s):  
Intellectual Property ◽  
Open Access ◽  
International Consortium ◽  
Cross Border ◽  
The Us ◽  
Research Platform ◽  
The Creation ◽  
The Cross

AbstractWhat are the cross-border intellectual property and copyright issues faced by PHAROS, an international consortium of photo archives, in the creation of an open access research platform? How does the consortium define open access? Are approaches to copyright in reproductive media across the US, UK and EU compatible, and can 14 partners from six countries agree to assess and express rights in the same way? Developments in the field and the consortium's 2020 International Copyright Workshop project have helped PHAROS define and address these issues.

Enigmatic brothers’ uniquecorn poised to be a unicorn

2021 ◽  
Vol 11 (4) ◽  
pp. 1-54
Author(s):  
Mohammad Rishad Faridi ◽  
Saloni Sinha
Keyword(s):  
Strategic Management ◽  
Exponential Growth ◽  
Circular Economy ◽  
Linear Growth ◽  
Scale Up ◽  
Growth Mindset ◽  
Content Type ◽  
Generation Z ◽  
Start Up

Learning outcomes Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business. Case overview/synopsis Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for? Complexity Academic Level Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops. Supplementary materials www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Entrepreneurs’ network evolution – the relevance of cognitive social capital

2015 ◽  
Vol 21 (2) ◽  
pp. 197-223 ◽  
Author(s):  
Sara Jonsson
Keyword(s):  
Social Capital ◽  
Private Information ◽  
Three Dimensional ◽  
Network Evolution ◽  
Fashion Industry ◽  
Cognitive Dimension ◽  
Content Type ◽  
Start Up ◽  
The Creation ◽  
Cognitive Social Capital

Purpose – The purpose of this paper is to investigate entrepreneurs’ network evolution in the start-up phase. Design/methodology/approach – Based on the case studies of six fashion start-up firms, this study uses a three-dimensional perspective on social capital (structural, relational, cognitive) to investigate entrepreneurs’ network evolution (i.e. initiation of new relationships) in the start-up phase so as to acquire resources and support for firms’ goals. The study focuses particularly on the understudied cognitive dimension of social capital. The fashion industry provides a relevant research setting because it is characterised by changes in demand, which generate opportunities for entrepreneurship. Findings – The findings show that the display of cognitive attributes is important for the creation of structural social capital (the establishment of new relationships). The findings also indicate that relationships initiated based on the cognitive dimension have a high probability of developing into embedded relationships, thereby becoming high in the relational dimension and providing access to private information containing referrals to other actors. Thus, these relationships also promote the continued development of the structural dimension. Originality/value – The findings imply that the entrepreneurs’ sets of cognitive attributes constitute an important asset in the creation of social capital. They also point to the importance of signalling these values to potential resource holders. Relationships initiated through the display of cognitive attributes can provide resources without requiring immediate economic remuneration.

An Innovative Biotechnology Start-up Company Approach

2006 ◽  
Vol 7 (2) ◽  
pp. 99-103 ◽  
Author(s):  
Michel R.M. Rod
Keyword(s):  
Intellectual Property ◽  
Technology Commercialization ◽  
Biotechnology Company ◽  
University Environment ◽  
Innovative Biotechnology ◽  
Early Experiences ◽  
Start Up ◽  
University Technology Commercialization ◽  
The University ◽  
University Affiliation

This paper describes the author's involvement in the early experiences of a start-up biotechnology company created outside the university environment. In this case, two self-employed, entrepreneurial scientists with no university affiliation developed commercializable intellectual property. Falling outside the more common university technology commercialization process, there were a number of issues that were quite different from those a typical university start-up company might face, and these are illustrated. Most importantly, this case is an exemplar of how other non-university entrepreneurs might contemplate utilizing universities to further their technology commercialization objectives.

scholarly journals Peran Lembaga Manajemen Kolektif Sebagai Bentuk Perlindungan Hukum Pencipta Lagu Dan Pemilik Hak Terkait

2019 ◽  
Vol 22 (01) ◽  
pp. 37-54
Author(s):  
Elly Hernawati
Keyword(s):  
Intellectual Property ◽  
Property Rights ◽  
Intellectual Property Rights ◽  
Copyright Protection ◽  
Copyright Holder ◽  
Business Climate ◽  
Management Agency ◽  
Collective Management ◽  
The Creation ◽  
The Right

Copyright is one of the Intellectual Property Rights components and should be paid attention to. Even more in technology era that developing, copyright protection needed to be enhanced, so that the right of creator, Copyright holder or owner of relevant rights can be protected and urge people to create. Indirectly, good and healthy business climate could be fostered.  Not all people have skill to create, that is why those people who have skill to create must be protected and even awarded, hoping that people urged to create. One of the creations that protected are song and music. In creating song or music, creator involve recording producer, music director or arranger. Regarding the creation, creator holds moral and economy rights, while parties involved hold the relevant rights to it. Collective Management Agency is an agency that help creator or relevant rights owner in managing and distributing the creation which is song or music that being commercialized. Yet the creator must be the member of the agency beforehand. Commercialization of a song or music by user can rise problem. Protection to the song or music is for the whole thing, including lyric, notation, arrangement and song title. The utilization of a song or music should be still protecting the parties that hold the copyright and the relevant right to it.

scholarly journals IMPLANTAÇÃO DO BALANCED SCORECARD EM UMA INDÚSTRIA DE CERÂMICA VERMELHA

2018 ◽  
Vol 7 (2) ◽  
pp. 72
Author(s):  
Célio Gomes de Lima Júnior ◽  
Julianne das Chagas Gomes ◽  
José Guilherme Said Pierre Carneiro ◽  
José Sarto Freire Castelo
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Management Model ◽  
Managerial Control ◽  
Management Tools ◽  
The Balanced Scorecard ◽  
The Creation ◽  
Ceramics Industry ◽  
Red Ceramics

A implantação de ferramentas de gestão, como o Balanced Scorecard (BSC), envolve mudanças no controle gerencial de uma empresa em diversos aspectos, pois enfatiza a comunicação de estratégias e a criação de uma nova metodologia para o controle de desempenho. O objetivo deste estudo é realizar uma análise crítica sobre a aplicação do Balanced Scorecard em uma indústria de cerâmica vermelha, a partir da construção e da implementação dessa ferramenta de gestão em uma cerâmica localizada no município de Russas, Ceará. O estudo de caso revelou a necessidade de rever a gestão estratégica da empresa, em virtude da criação de mecanismos eficientes de alimentação dos indicadores pertencentes ao mapa estratégico, de modo a refletir sobre a situação da mesma, e por fim, garantiu que os gestores e funcionários estivessem alinhados com o modelo de gestão estratégica recém-implantado, a fim de que seja possível obter as vantagens propiciadas por este modelo de gestão. IMPLEMENTATION OF BALANCED SCORECARD IN A RED CERAMICS INDUSTRY ABSTRACT The implementation of management tools such as the Balanced Scorecard (BSC) involves changes in the managerial control of a company in several aspects, as it emphasizes the communication of strategies and the creation of a new methodology for performance control. The objective of this study is to perform a critical analysis on the application of the Balanced Scorecard in a red ceramics industry from the construction and the implementation of this management tool in a ceramics located in the municipality of Russas, Ceará. The case study revealed the need to review the strategic management of the company due to the creation of efficient mechanisms to feed the indicators belonging to the strategic map, in order to reflect on the situation of the company, and finally ensured that managers and employees were aligned with the newly implemented strategic management model, in order to obtain the advantages provided by this management model.

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