Entrepreneurial Management as Strategy

2012 ◽  
pp. 83-100 ◽  
Author(s):  
Raphael H. Amit ◽  
Keith Brigham ◽  
Gideon D. Markman
Keyword(s):  
Entrepreneurial Management

A survey of social entrepreneurial community-based hospitality and tourism initiatives in developing economies

2014 ◽  
Vol 6 (1) ◽  
pp. 51-61 ◽  
Author(s):  
Philip Sloan ◽  
Willy Legrand ◽  
Claudia Simons-Kaufmann
Keyword(s):  
Developing Economies ◽  
Negative Effects ◽  
Social Entrepreneurs ◽  
Community Based ◽  
Content Type ◽  
Cultural Traditions ◽  
Developed Economies ◽  
Positive Effects ◽  
Entrepreneurial Management ◽  
Hospitality And Tourism

Purpose – The aim of this paper is to report on preliminary research conducted in seven sustainable hospitality and tourism operations set in developing economies which use the principles of social entrepreneurship. The applicability of community-based social entrepreneurial management systems as a means of fostering socio-economic development is analysed. Design/methodology/approach – Online contacts were first made with the selected destinations, who were asked to supply written reports on selected criteria. Purposive sampling was employed, whereby the criteria chosen for analysis were based on characteristics believed to be representative. Analysis of the reports was based on the meaning of words, in particular, in finding commonalities and differences in themes approached by each respondent. Findings – Preliminary conclusions show that the positive effects of employing local indigenous people in these projects far outweigh some negative aspects. Employment possibilities leading to improved living standards have resulted in each case. Local cultural traditions have been maintained and only in a few cases were examples of the negative effects of tourism reported. Research limitations/implications – The findings of this research are limited to a small selection of community-based social entrepreneurial hospitality and tourism projects in developing economies, thus, cannot be applied to similar projects in developed economies, where social and economic factors are considerably different. Originality/value – In developing economies, social entrepreneurs can draw on the success of the projects analysed in this paper for the creation of new, similar ventures. In developed economies, hospitality and tourism businesses wishing to pursue a more socially caring form of development can gain inspiration.

scholarly journals An Exploratory Study of Entrepreneurship in Taiwan’s Small & Medium Enterprises – Case Studies of Six Manufacturing Companies

2014 ◽  
Vol 6 (2) ◽  
pp. 109-114
Author(s):  
Wen-Chia Tsai
Keyword(s):  
Manufacturing Companies ◽  
Contributing Factors ◽  
Individual Factor ◽  
Entrepreneurial Management ◽  
The Individual ◽  
Small Medium Enterprises ◽  
New Research ◽  
Medium Enterprises ◽  
Depth Interviews ◽  
Crucial Part

Entrepreneurship with organization setting has been conceptualized in a variety of ways. Studies in this area remain broad and appear relatively fragmented. From previous literature reviews, we found that little attention has been paid toward the entrepreneurial management model with the starting-up phases of Small & Medium Enterprises (SMEs) in Taiwan. In view of this, the purpose of this study is to fill this gap in the literature by proposing a research framework that integrates both entrepreneurship literature and Small & Medium Enterprises (SMEs) literature. To address this problem, a new research method based on integrating cases study and in-depth interviews methods are also proposed. According to the results, the individual factor was the central part among the four contributing factors (reproduction, imitation, valorization, and venture). With respect to the six dimensions of entrepreneurship (strategic orientation, commitment to opportunity, commitment to resources, control over resources, management frame, and compensation philosophy), the enterprises interviewed in this research all set forth their perspectives. As for the four kinds of entrepreneurial status, there were four entrepreneurial imitation companies and two entrepreneurial venture companies in this research. To conclude, several propositions were proposed, and the results released that the individual factor was the crucial part among the four contributing factors. Research also examined the main dimensions of entrepreneurship for analyzing the theoretical basis.

scholarly journals Manajemen Kewirausahaan Bagi Para Penggiat Bisnis Pemula Pimpinan Ranting Gerakan Pemuda Ansor Kelurahan Petir, Kecamatan Cipondoh, Kota Tangerang

2021 ◽  
Vol 1 (2) ◽  
pp. 86-96
Author(s):  
Achmad Nur Sholeh ◽  
Ahmad Nazir ◽  
Nefo Indra Nizar ◽  
Ahmad Yani Nasution ◽  
Ivan Putranto
Keyword(s):  
Business Management ◽  
Skills Training ◽  
Entrepreneurial Management ◽  
Questions And Answers ◽  
Service Activity

This service activity aims to find out how the involvement of PR GP Ansor Kel. Petir. Kec. Cipondoh in entrepreneurship. To find out how to carry out entrepreneurial management at PR GP Ansor Kel. Petir, Kec. Cipondoh, to build a community with strong character, independent, productive, and creative and innovative in entrepreneurship. The method of approaching community encoding carried out on the management and members of the PR GP Ansor Kel. Petir, Kec. Cipondoh by using methods in the form of skills training through lectures, demonstrations, and questions and answers about entrepreneurship and business management. The results obtained in this service are that every community in this case PR GP Ansor Kel. Petir has the same opportunities as other people in running entrepreneurship and business. Running entrepreneurship and business management in today's era can be done by anyone, anytime, no. know the place and time and who the customers are. Abstrak Kegiatan pengabdian ini bertujuan untuk mengetahui bagaimana keterlibatan PR GP Ansor Kel. Petir, Kec. Cipondoh dalam kewirausahaan. Untuk mengetahui bagaimana menjalankan manajemen kewirausaha. pada PR GP Ansor Kel. Petir, Kec. Cipondoh, untuk membangun masyarakat yang berkarakter kuat, mandiri, produktif, dan kreatif serta inovatif dalam berwirausaha. Metode pendekatan dalam pengandian masyarakat yang dilakukan pada pengurus dan anggota PR GP Ansor Kel. Petir, Kec. Cipondoh  dengan menggunakan metode dalam bentuk pelatihan keterampilan melalui ceramah, demontrasi, dan tanya jawab tentang manajemen kewirausahaan dan bisnis.  Adapun hasil yang didapatkan dalam pengabdian ini adalah setiap masyarakat dalam hal ini PR GP Ansor Kel. Petir memiliki peluang yang sama dengan masyarakat yang lainnya dalam menjalankan kewirausahaan dan bisnis. Menjalankan manajemen kewirausaha dan bisnis pada era sekarang ini dapat dilakukan oleh siapa saja, kapan saja tidak mengenal tempat dan waktu dan siapa pelanggannya. Kata Kunci: manajemen; kewirausahaan; penggiat bisnis

Entrepreneurial management equity allocation and financing structure optimization of technology-based entrepreneurial firm

2018 ◽  
Vol 9 (3) ◽  
pp. 395-412 ◽  
Author(s):  
Xiang Hui ◽  
Bingxiang Li ◽  
Mingmin Li
Keyword(s):  
Human Capital ◽  
Structure Design ◽  
Debt Financing ◽  
High Tech ◽  
Allocation Model ◽  
Financing Structure ◽  
Content Type ◽  
Entrepreneurial Firm ◽  
Entrepreneurial Management ◽  
Stock Incentive

Purpose To satisfy the demand of initial investor for above-average capital return and the expectation of entrepreneurial management to establish their own business, this paper aims to explore a dynamic equity allocation model in which the shareholding ratio of the technology-based entrepreneurial firm changes with its growth and profit. Based on the dynamic equity allocation model, the authors design a financing structure which not only ensures timely and adequately obtaining the fund but also avoids equity dilution and safeguards the integrity of equity. Design/methodology/approach The paper selects high-tech companies listed in China as the sample for empirical research to identify the role of stock incentive and uses model deduction to find the equitable quantized benchmark for entrepreneurial management equity allocation. The study uses capital exclusivity as an entry point to perform theoretical analysis and demonstrates how the equity allocation of a technology-based entrepreneurial firm changes dynamically as the presentation speed of entrepreneurial management’s human capital exclusivity accelerates. The paper then constructs a conceptual model to design the financing structure of the technology-based entrepreneurial firm. Findings The study finds that stock incentive upwardly regulates debt financing and downwardly regulates equity financing. Based on characteristics of technology-based entrepreneurial firms, the paper suggests that the immediate surplus capital increment can signify the increasing presentation speed of human capital exclusivity, and it is proposed as an equitable quantized benchmark for equity allocation to entrepreneurial management. Based on the dynamic equity allocation model, the paper designs an internal equity and external debt financing structure. Originality/Value The conclusions enrich the theoretical foundation for entrepreneurial management to participate in residual claim and provide practical guidance for equity allocation and financing structure design in the context of mass entrepreneurship and innovation. The paper also sets up a conceptual framework for solving two major issues of the technology-based entrepreneurial firm: timely acquisition of external funding and lasting maintenance of entrepreneurial management stability.

Whitney Johnson: applying the principles of disruptive entrepreneurship to talent management

2018 ◽  
Vol 46 (5) ◽  
pp. 2-9
Author(s):  
Brian Leavy
Keyword(s):  
Career Development ◽  
Learning Curve ◽  
Employee Engagement ◽  
Management Strategy ◽  
Talent Management ◽  
Disruptive Innovation ◽  
Harvard Business Review ◽  
Content Type ◽  
Entrepreneurial Management ◽  
S Curve

Purpose Whitney Johnson is interviewed about her latest book, Build an A Team: Play to Their Strengths and Lead Them Up the Learning Curve (Harvard Business Review Press, 2018), which extends her disruptive innovation perspective on career development into a talent management strategy for corporate leaders and their organizations. 10; 10; Design/methodology/approach In today’s exciting and volatile competitive context, leaders need to see that the skillful and entrepreneurial management of their talent will be at least as important to their organization’s future success as the skillful and entrepreneurial management of their financial resources. Findings Eager, capable employees, tackling new challenges are drivers of innovation within organizations, and the primary benefit of an S Curve talent management strategy is elevated employee engagement. Practical implications In terms of personal disruption, choosing market risk means being more entrepreneurial with your own career development and seeking out a distinctive learning curve. Originality/value Leaders will need to foster work environments that provide learning opportunities, stretch assignments, new challenging roles internally—not necessarily promotions, but also well-conceived lateral moves that can help to give employees the enhanced skillset to ultimately move ahead.

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