Entrepreneurship Concept, Theories, and New Approaches

2019 ◽  
pp. 457-470
Author(s):  
José Manuel Saiz-Alvarez ◽  
Martín García-Vaquero
Keyword(s):  
Business Strategy ◽  
Ring Theory ◽  
New Keynesian ◽  
New Approaches ◽  
Traditional Classification ◽  
New Business ◽  
Resources And Capabilities ◽  
The Creation ◽  
Social Wealth

This chapter deals with the concept and theories of entrepreneurship that can be defined as the type of business strategy focused on the creation of new business ideas, jobs, social wealth, and profit by optimizing the use of productive and commercial resources. Neoclassical and new Keynesian theories are briefly analyzed in the chapter, as well as psychological-based and modern theories, including the jack-of-all trades theory, o-ring theory, resources- and capabilities-based theory, and theory of the optimal triangle. The chapter finishes with the necessity of also including both social and solidarity-based entrepreneurship strategies, alongside the traditional classification made on this concept.

Entrepreneurship Concept, Theories, and New Approaches

2018 ◽  
pp. 3020-3031
Author(s):  
José Manuel Saiz-Alvarez ◽  
Martín García-Vaquero
Keyword(s):  
Business Strategy ◽  
Ring Theory ◽  
New Keynesian ◽  
New Approaches ◽  
Traditional Classification ◽  
New Business ◽  
Resources And Capabilities ◽  
The Creation ◽  
Social Wealth

This chapter deals with the concept and theories of entrepreneurship that can be defined as the type of business strategy focused on the creation of new business ideas, jobs, social wealth, and profit by optimizing the use of productive and commercial resources. Neoclassical and New Keynesian theories are briefly analyzed in the chapter, as well as Psychological-based and Modern theories, including the Jack-of-all Trades Theory, O-Ring Theory, Resources- and Capabilities-based Theory, and Theory of the Optimal Triangle. The chapter finishes with the necessity of also including both social and solidarity-based entrepreneurship strategies, alongside the traditional classification made on this concept.

Entrepreneurship

2021 ◽  
pp. 1394-1412
Author(s):  
Jose Manuel Saiz-Alvarez
Keyword(s):  
Feedback Loop ◽  
Well Being ◽  
Ring Theory ◽  
New Keynesian ◽  
Psychological Perspective ◽  
New Approaches ◽  
Loop Theory ◽  
Resources And Capabilities

Entrepreneurship is one of the ways to create growth, well-being, and wealth in an economy. Throughout this work, the concept of entrepreneurship is analyzed, as well as the traditional and modern theories of entrepreneurship by following an economic, sociological, and psychological perspective. As a result, the following approaches are briefly examined: Economic-based Theories of Entrepreneurship (Neoclassical, New Keynesian, and Ordoliberal), Sociological and Psychological-based Theories of Entrepreneurship, and New Approaches of Entrepreneurship (The Theory of Effectuation, The Feedback Loop Theory, The Jack-of-all-Trades Theory, The Mezzanine Theory, The O-Ring Theory, The Theory of Resources and Capabilities, and The Theory of the Optimal Triangle).

New Business Requirements in the Knowledge-Based Society

2007 ◽  
pp. 211-243 ◽  
Author(s):  
A. Draghici
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Information Technologies ◽  
Essential Element ◽  
New Approaches ◽  
Knowledge Based ◽  
New Information ◽  
New Business ◽  
Business Requirement ◽  
Management Functions

This chapter explains knowledge management’s (KM) role for competitive advantage as a means of new business requirement in the knowledge-based society. It argues that KM, combined with new information technologies, determines new approaches of business strategy, knowledge leadership, culture, management content, organizational structure, technology and innovation, which are key enablers for competitive advantage. In addition, these are discussed in the case of a virtual organization (Network of Excellence) for building the knowledge sharing culture, based on interaction of the management functions and stages of the knowledge creation process. Furthermore, the authors hope that understanding the main issues and trends of KM as an essential element of business integration for obtaining a considerable competitive advantage will not only inform researchers but also assist them in developing new approaches for attending efficiency in the new global virtual organizations.

Retóricas, metáforas y su papel en el cambio organizacional

Oikos ◽  
2014 ◽  
Vol 16 (33) ◽  
pp. 69
Author(s):  
Luis Muñoz Medina ◽  
Rafael Pizarro Rodríguez
Keyword(s):  
Scientific Literature ◽  
Organisational Change ◽  
Change Processes ◽  
Emotional Burden ◽  
New Approaches ◽  
Palabras Clave ◽  
The Creation ◽  
Change Concept

The Role of Rhetoric and Metaphors in Organisational Change  RESUMEN El presente artículo es una recopilación de literatura científica que demuestra la relevancia de comprender nuevas formas de construir el concepto de cambio organizacional a través del lenguaje, en especial a través de claves lingüísticas como la retórica y metáfora. Esta construcción ayuda a generar procesos de cambio organizacional que presenten una menor intensidad y carga emocional negativa para los individuos, así como una mejor comprensión del mismo cambio para los empleados. Palabras clave: cambio, organización, retórica, metáfora. ABSTRACT This article is a compilation of scientific literature about the importance of understanding new approaches to the construction of the organisational change concept through language, especially through linguistic devices such as rhetorical and metaphorical ones. This construction helps the creation of organisational change processes with lower levels of impact and a lower negative emotional burden for individuals as well as a better understanding of such changesKeywords: changes; organisation; rhetoric; metaphor. 

The new retail model: global reach demands omni-channels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Academic Research ◽  
Transformation Process ◽  
Content Type ◽  
New Business ◽  
Business Cases ◽  
Established Firms ◽  
New Consumer ◽  
Global Reach

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

The role and impact of emotions in family business strategy: New approaches and paradigms

2014 ◽  
Vol 5 (3) ◽  
pp. 277-279 ◽  
Author(s):  
Franz W. Kellermanns ◽  
Clay Dibrell ◽  
Cristina Cruz
Keyword(s):  
Family Business ◽  
Business Strategy ◽  
New Approaches

Enterprise 2.0

2009 ◽  
pp. 61-93
Author(s):  
Javier Soriano ◽  
David Lizcano ◽  
Marcos Reyes ◽  
Fernando Alonso
Keyword(s):  
Business Strategy ◽  
Innovation Management ◽  
Knowledge Work ◽  
Enterprise 2.0 ◽  
Web Based ◽  
Suggested Approach ◽  
Left Behind ◽  
New Business ◽  
Future Potential ◽  
Business Web

The Web is becoming in many respects a powerful tool for supporting business strategy as companies are quickly becoming more and more reliant on new Web-based technologies to capitalize on new business opportunities. However, this introduces additional managerial problems and risks that have to be taken into consideration, if they are not to be left behind. In this chapter we explore the Web’s present and future potential in relation to information sharing, knowledge management, innovation management, and the automation of cross-organizational business transactions. The suggested approach will provide entrepreneurs, managers, and IT leaders with guidance on how to adopt the latest Web 2.0-based technologies in their everyday work with a view to setting up a business Web strategy. Specifically, Enterprise 2.0 is presented as a key enabler for businesses to expand their ecosystems and partnerships. Enterprise 2.0 also acts as a catalyst for improving innovation processes and knowledge work.

Dynamic Planning Models for E-Business Strategy

2011 ◽  
pp. 854-862
Author(s):  
Janice M. Burn ◽  
Colin G. Ash
Keyword(s):  
Enterprise Resource Planning ◽  
Business Strategy ◽  
Business Processes ◽  
Value Added ◽  
Resource Planning ◽  
Theoretical Models ◽  
Dynamic Planning ◽  
Planning Models ◽  
New Business ◽  
Staged Model

Much has been written about e-business and how this concept will transform industries into virtual networks of customers and suppliers working together to create value-added processes (Fahey, Srivastava, Sharon, & Smith, 2001). Typically, successful organisations will have embraced enterprise resource planning (ERP) systems to integrate e-business processes within the organisation and to underpin the creation of integrated interorganisational systems. This frequently results in new business processes, organisational structures, human resource skill requirements, management roles, and knowledge management systems (Robey et al., 2002). To be successful in this new climate, however, organisations have to learn new approaches to strategy and planning for collaborative systems and to manage e-business enabled cycles of innovation (Wheeler, 2002; Zahra & George, 2002). Few studies have explored the dynamics of e-business strategic planning and little information is available on how to implement new paradigms successfully and how to ensure more effective e-business performance as a result (Damanpour, 2001; Kallio, Saarinen, & Tannila, 2002). This article reports on the findings from multiple case studies of e-business projects in ERP-enabled organisations. Each organisation was investigated in a three stage study over 4 years, using three theoretical models of e-business implementations to assess success. The key findings from each case study were captured into a staged model for e-business transformation and related to a dynamic planning model that can be applied across all stages of growth of the extended enterprise.

BSC-Based Framework for E-Business Strategy

2011 ◽  
pp. 536-547
Author(s):  
Fen Wang ◽  
Guisseppi Forgionne
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Business Management ◽  
Management Control ◽  
Strategy Development ◽  
Business Climate ◽  
Business Decisions ◽  
The Balanced Scorecard ◽  
New Business ◽  
And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

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