How to Create, Develop, and Sustain an Organization

2020 ◽  
pp. 1599-1623
Author(s):  
João M. S. Carvalho
Keyword(s):  
Economic Development ◽  
Market Orientation ◽  
Social Exclusion ◽  
Conceptual Analysis ◽  
Business Models ◽  
Integrative Approach ◽  
Theoretical Studies ◽  
New Model ◽  
Common Future

This chapter provides a summarized and objective review of the relationships among market orientation, innovation, entrepreneurship, business models, creation of value, and sustainability to help an entrepreneur in the process of creating, developing, and sustaining any type of organization. The methodology follows a theorizing approach based on many empirical and theoretical studies on these subjects. It presents a new model—targeting innovation, entrepreneurship, and sustainability (TIES)—based on previous developed models and using an integrative approach. It pretends to be a strategic systematization of what makes an organization successful. This type of conceptual analysis can be an opportunity to bring together aspects related to our common future, namely a new economic development that encompasses the evolution of peoples' needs towards a societal wellbeing with reduced social exclusion, a healthier planet, and a more balanced psychological sustainability.

How to Create, Develop, and Sustain an Organization

2020 ◽  
pp. 727-751
Author(s):  
João M. S. Carvalho
Keyword(s):  
Economic Development ◽  
Market Orientation ◽  
Social Exclusion ◽  
Conceptual Analysis ◽  
Business Models ◽  
Integrative Approach ◽  
Theoretical Studies ◽  
New Model ◽  
Common Future

This chapter provides a summarized and objective review of the relationships among market orientation, innovation, entrepreneurship, business models, creation of value, and sustainability to help an entrepreneur in the process of creating, developing, and sustaining any type of organization. The methodology follows a theorizing approach based on many empirical and theoretical studies on these subjects. It presents a new model—targeting innovation, entrepreneurship, and sustainability (TIES)—based on previous developed models and using an integrative approach. It pretends to be a strategic systematization of what makes an organization successful. This type of conceptual analysis can be an opportunity to bring together aspects related to our common future, namely a new economic development that encompasses the evolution of peoples' needs towards a societal wellbeing with reduced social exclusion, a healthier planet, and a more balanced psychological sustainability.

How to Create, Develop, and Sustain an Organization

2018 ◽  
pp. 539-564
Author(s):  
João M. S. Carvalho
Keyword(s):  
Economic Development ◽  
Market Orientation ◽  
Social Exclusion ◽  
Conceptual Analysis ◽  
Business Models ◽  
Integrative Approach ◽  
Theoretical Studies ◽  
New Model ◽  
Common Future

This chapter provides a summarized and objective review of the relationships among market orientation, innovation, entrepreneurship, business models, creation of value, and sustainability to help an entrepreneur in the process of creating, developing, and sustaining any type of organization. The methodology follows a theorizing approach based on many empirical and theoretical studies on these subjects. It presents a new model—targeting innovation, entrepreneurship, and sustainability (TIES)—based on previous developed models and using an integrative approach. It pretends to be a strategic systematization of what makes an organization successful. This type of conceptual analysis can be an opportunity to bring together aspects related to our common future, namely a new economic development that encompasses the evolution of peoples' needs towards a societal wellbeing with reduced social exclusion, a healthier planet, and a more balanced psychological sustainability.

Waiting for a New Model of Growth: Russia’s Social and Economic Development in 2013

2014 ◽  
pp. 4-32 ◽  
Author(s):  
V. Mau
Keyword(s):  
Economic Policy ◽  
Economic Development ◽  
Economic Performance ◽  
Growth Rates ◽  
Global Crisis ◽  
New Model ◽  
Social And Economic Development ◽  
Economic Risks

The paper deals with Russian social and economic development in 2013 and prospects for the next year or two. The author discusses the logic and trends of the global crisis started in 2008. This is the basis for further analysis of current Russian economic performance with special emphasis on the problem of growth rates deceleration. Special attention is paid to economic risks and priorities of economic policy.

scholarly journals Analysis on the Development and Bottlenecks of China’s Cross - Border E – Commerce

2017 ◽  
Vol 4 (2) ◽  
pp. 26 ◽  
Author(s):  
Hongfei Yue ◽  
Jiani Wu ◽  
Lin Yao
Keyword(s):  
Economic Development ◽  
Business Models ◽  
Global Strategy ◽  
The Internet ◽  
Policy Recommendations ◽  
Policy Environment ◽  
The Past ◽  
Cross Border ◽  
The Status ◽  
Open Strategy

The Internet came to China in 1994, and in the past about 20 years, it has penetrated the country's industry andcommercial sectors. Fundamental changes brought by the Internet have been incorporated in the operations oftraditional industry markets. In recent years, China’s cross-border e-commerce has demonstrated an explosive growthmomentum with the open strategy of "Going global strategy and bringing-in", which has become a new engine ofChina's economic development. However, there are still some bottlenecks in the development of China’s cross bordere-commerce. The major one is the mismatch between the traditional business supervision measures and thecontinuous innovative business models. The paper reviews the status of China’s cross-border e-commerce;summarize the policy environment of cross-board e-commerce cooperation in China; analysis the bottlenecks andkey problems in the development of ross-board e-commerce and proposes the policy recommendations for thebottleneck problems.

Are entrepreneurial and market orientations of small and medium-sized enterprises associated with targeting different tiers of public procurement?

2016 ◽  
Vol 35 (3) ◽  
pp. 457-475 ◽  
Author(s):  
Timo Tammi ◽  
Helen Reijonen ◽  
Jani Saastamoinen
Keyword(s):  
Economic Development ◽  
Public Sector ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Recent Literature ◽  
Resource Constraints ◽  
Public Procurement ◽  
National Level ◽  
General View ◽  
Strategic Orientations

A general view is that small and medium-sized enterprises are underrepresented in public procurement due to their resource constraints. The recent literature suggests that small and medium-sized enterprises' strategic orientations could also have a role in the underrepresentation. In addition, small and medium-sized enterprises tend to position themselves either towards national or wider level public sector customers or towards sub-national level public sector customers. This paper studies how strategic orientations, namely entrepreneurial orientation and market orientation, affect small and medium-sized enterprises’ targeting of public sector customers, and how this affects their performance. Our findings show that market-oriented small and medium-sized enterprises tend to focus on sub-national level public sector customers, whereas entrepreneurially oriented small and medium-sized enterprises have more often national or wider level public sector customers. It also appears that higher performance is associated with national or wider level rather than sub-national level public sector customers. In consequence, more attention should be paid to the differentiation of public procurement markets in developing and refining policies aimed at increasing small and medium-sized enterprises participation in public procurement and at using public procurement as a means to strengthen small and medium-sized enterprises’ roles in promoting overall economic development.

Aligning management model and business model in the management innovation perspective

2015 ◽  
Vol 28 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Alessandro Basile ◽  
Rosario Faraci
Keyword(s):  
Business Model ◽  
Conceptual Analysis ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Management Practices ◽  
Organizational Level ◽  
Management Model ◽  
Management Innovation ◽  
Content Type

Purpose – The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels. Design/methodology/approach – An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level. Findings – The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment. Originality/value – This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.

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