Opportunity and Innovation

2009 ◽  
Vol 10 (1) ◽  
pp. 63-72 ◽  
Author(s):  
Geoff Simmons ◽  
Brychan C. Thomas ◽  
Gary Packham
Keyword(s):  
Competitive Advantage ◽  
Conceptual Model ◽  
Entrepreneurial Orientation ◽  
Future Research ◽  
Business Context ◽  
Entrepreneurial Marketing ◽  
Potential Synergy ◽  
The Creation ◽  
Business Practitioners ◽  
Common Platform

It is evident from the literature that there is potential synergy between opportunity and innovation in the creation of value and competitive advantage for businesses. However, while entrepreneurial marketing presents a strategic business context in which to explore that synergy, there is a lack of existing work on which to draw. Addressing this, the main aim of this paper is to provide a common platform for researchers and business practitioners to tackle gaps in understanding, providing strategic implications and opportunities for future research. This is achieved through the development of a conceptual model, which builds on theories relating to marketing/entrepreneurial orientation and recent research on entrepreneurial marketing. The conceptual model offers a means of interpreting the synergy between opportunity and innovation in the creation of value.

A qualitative investigation of smaller firm e‐business development

2004 ◽  
Vol 11 (3) ◽  
pp. 349-361 ◽  
Author(s):  
Ian Fillis ◽  
Ulf Johansson ◽  
Beverly Wagner
Keyword(s):  
Conceptual Model ◽  
Decision Maker ◽  
Entrepreneurial Orientation ◽  
Business Development ◽  
Future Research ◽  
Qualitative Investigation ◽  
Research Propositions ◽  
Depth Interviews

A previous paper by the authors drew on existing research on e‐business and the smaller firm, developed a conceptual model and a set of research propositions. This paper analyses a series of qualitative, in‐depth interviews of owner/managers of smaller firms in central Scotland in order to test the research propositions. Results indicate that industry and sectoral factors play an important role in the level of e‐business development achieved. In many cases the customer determines the need for e‐business adoption, rather than any internally planned programme of adoption. Other important factors include the degree of entrepreneurial orientation of the key decision maker and the ability to exploit appropriate competencies. Recommendations for encouragement of e‐business development are made and suggestions for future research are included.

A Conceptual Model for Greening a Supply Chain through Greening of Suppliers and Green Innovation

2012 ◽  
pp. 302-315
Author(s):  
H. K. Chan ◽  
T.-Y. Chiou ◽  
F. Lettice
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Environmental Performance ◽  
Relevant Literature ◽  
Future Research ◽  
Green Innovation ◽  
Chain Management ◽  
And Performance

Nowadays, more organisations are focusing on how to improve their environmental performance, partly driven by recent regulations in this area. This means that green supply chain management plays an important role over traditional supply chain management. Companies could gain competitive advantage through the proper management of their supply chain activities, for example, purchasing management. In fact, organisations can now generate more business opportunities than their competitors by addressing environmental management successfully. More specifically, it has been identified that implementation of green innovation can become a company’s order winner. However, not many studies have investigated the relationships between the greening of suppliers, green innovation, environmental performance and competitive advantage. The objective of this article is to propose a conceptual model, developed from a review of relevant literature and performance indicators, and to identify how future research can address these issues.

A Conceptual Model for Greening a Supply Chain through Greening of Suppliers and Green Innovation

2011 ◽  
pp. 422-435
Author(s):  
H. K. Chan ◽  
T.-Y. Chiou ◽  
F. Lettice
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Environmental Performance ◽  
Relevant Literature ◽  
Future Research ◽  
Green Innovation ◽  
Chain Management ◽  
And Performance

Nowadays, more organisations are focusing on how to improve their environmental performance, partly driven by recent regulations in this area. This means that green supply chain management plays an important role over traditional supply chain management. Companies could gain competitive advantage through the proper management of their supply chain activities, for example, purchasing management. In fact, organisations can now generate more business opportunities than their competitors by addressing environmental management successfully. More specifically, it has been identified that implementation of green innovation can become a company’s order winner. However, not many studies have investigated the relationships between the greening of suppliers, green innovation, environmental performance and competitive advantage. The objective of this article is to propose a conceptual model, developed from a review of relevant literature and performance indicators, and to identify how future research can address these issues.

KEUNGGULAN KOMPETITIF MELALUI PEMASARAN KEWIRAUSAHAAN DAN ORIENTASI KEWIRAUSAHAAN USAHA MIKRO KECIL MENENGAH

2021 ◽  
Vol 07 (01) ◽  
Author(s):  
Suharyati Suharyati ◽  
◽  
Ediwarman Ediwarman ◽  
Nobelson Nobelson
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Orientation ◽  
Sampling Method ◽  
Partial Least Square ◽  
Least Square ◽  
Analysis Tool ◽  
Purposive Sampling ◽  
Entrepreneurial Marketing ◽  
Pls Analysis ◽  
Positive Effect

Abstrak: Penelitian ini merupakan penelitian kuantitatif yang bertujuan untuk menguji pengaruh pemasaran kewirausahaan dan orientasi kewirausahaan terhadap keunggulan kompetitif. Jumlah populasi dalam penelitian ini sebesar 351 pelaku UMKM. Sampel dipilih menggunakan purposive sampling method. Sampel berjumlah sebesar 100 pelaku UMKM di desa Kanekes, Kecamatan Leuwidamar, Lebak. Penelitian ini menggunakan alat analisis partial least square (PLS) dalam analisis inferensial. Hasil penelitian ini menunjukkan bahwa variabel pemasaran kewirausahaan dan orientasi kewirausahaan berpengaruh positif terhadap keunggulan kompetitif. Hasil penelitian ini bermanfaat sebagai bahan masukan bagi pemegang kebijakan mengenai strategi pengembangan keunggulan kompetitif UMKM, dan diharapkan pula dinas terkait dikabupaten Lebak agar menerima hasil penelitian sebagai bahan informasi dalam pengambilan kebijakan guna merumuskan program pembinaan bagi UMKM. Abstract: This study is a quantitative study that aims to examine the effect of entrepreneurial marketing and entrepreneurial orientation on competitive advantage. The total population in this study was 351 MSME actors. The sample was selected using purposive sampling method. The sample is 100 SMEs in Kanekes village, Leuwidamar district, Lebak. This study uses a partial least square (PLS) analysis tool in inferential analysis. The results of this study indicate that the variables of entrepreneurial marketing and entrepreneurial orientation have a positive effect on competitive advantage. The results of this study are useful as input for policy holders regarding the development of a competitive advantage strategy for SMEs, and it is also hoped that the relevant agencies in Lebak Regency will accept the results of the research as information material in policy making in order to formulate a coaching program for SMEs.

Aligning organizational culture and strategic human resource management

2017 ◽  
Vol 36 (10) ◽  
pp. 1260-1269 ◽  
Author(s):  
Teresa Harrison ◽  
Joshua D. Bazzy
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Future Research ◽  
Content Type ◽  
Future Research Directions

Purpose As strategic human resource management (SHRM) continues to grow as an important issue for organizations, it is imperative to examine all factors that contribute to the success and failure of the organization’s human resources (HR) and strategy implementation. The purpose of this paper is to demonstrate that organizational culture should be an integral factor when considering SHRM. The authors also present a model for the strategy-culture-SHRM linkage and propositions to guide future research. Design/methodology/approach The authors present a conceptual model proposing organizational culture as a moderator of the relationship between an organization’s strategy and SHRM. Findings In addition to the conceptual model, the authors present a number of testable propositions for determining how firm performance and effectiveness may depend on the linkage between strategy and the utilization of HR as a competitive advantage. Originality/value Currently, there is a lack of research regarding the conceptualization of organizational culture as a moderator between an organization’s strategy and SHRM. We discuss the importance of the alignment of HR both as a source of competitive advantage and an influence on an organization’s strategy. The authors integrate the current research to create arguments for testable propositions and future research directions. The authors also argue that misalignments may occur which may prove detrimental to the organization.

scholarly journals Entrepreneurial Artist versus Scientist: Bridging Creativity and Scientific to Create High Entrepreneurial Orientation

2019 ◽  
Author(s):  
Heru Santosa Hadiyanto
Keyword(s):  
Competitive Advantage ◽  
Conceptual Model ◽  
Entrepreneurial Orientation ◽  
Strategy Management ◽  
Wealth Creation ◽  
Individual Level ◽  
Final Output ◽  
Way Of Thinking ◽  
The Individual

Thedevelopmentofentrepreneurshiptheorystatesthatentrepreneurshipasamindset. Some other literature has even linked strategy management with entrepreneurship into an inseparable construct. One of the equations contained that entrepreneurship-related top roduce wealth,whil estrategic management related to the create competitive advantage which ultimately plays an important role in wealth creation. With similarities, talking about the entrepreneurial mindset certainly cannot be separated from the strategic mindset itself. Generally, strategic mindset here can be classify into two orientation, artist and scientist.Given that the mindset there is related to way of gathering information or way of thinking, the research here attempts to identify what kind pattern of thinking that can create high entrepreneurial orientation. Research here is more focus about entrepreneurs at the individual level, not in the context of companies or organizations. The final output in this paper is to build proposition and conceptual model abour entrepreneurial artist and scientist to be testing in further research. Keywords: entrepreneurial orientation, artist, scientist, way of gathering

Electronic Customer Relationship Management and SME Marketing Practice

2010 ◽  
pp. 2024-2040
Author(s):  
Fiona McMahon ◽  
Aodheen O’Donnell
Keyword(s):  
Competitive Advantage ◽  
Relationship Management ◽  
Customer Relationship ◽  
The Internet ◽  
Network Marketing ◽  
Marketing Practice ◽  
Entrepreneurial Marketing ◽  
Value Propositions ◽  
The Creation ◽  
Unique Context

Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999). Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

Small Business Transformation Through Knowledge Management

2011 ◽  
pp. 2680-2686
Author(s):  
Nory B. Jones ◽  
Jatinder N.D. Gupta
Keyword(s):  
Knowledge Management ◽  
Small Business ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Business Transformation ◽  
Widespread Acceptance ◽  
The Creation ◽  
Business Practitioners ◽  
Creativity And Innovation

In the last decade, the importance of knowledge as a source of sustainable competitive advantage has gained widespread acceptance. Business practitioners and academics alike recognize that what is “between the ears” (Tiwana, 2000) of their employees represents the source of creativity and innovation that nourishes and sustains the organization. Furthermore, the ability to harness the intellectual capital in an organization probably represents the most important aspect relating to the creation of an intelligent enterprise.

Small Business Transformation Through Knowledge Management

2005 ◽  
pp. 2514-2518
Author(s):  
Nory B. Jones ◽  
Jatinder N.D. Gupta
Keyword(s):  
Knowledge Management ◽  
Small Business ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Sustainable Competitive Advantage ◽  
Business Transformation ◽  
Widespread Acceptance ◽  
The Creation ◽  
Business Practitioners ◽  
Creativity And Innovation

In the last decade, the importance of knowledge as a source of sustainable competitive advantage has gained widespread acceptance. Business practitioners and academics alike recognize that what is “between the ears” (Tiwana, 2000) of their employees represents the source of creativity and innovation that nourishes and sustains the organization. Furthermore, the ability to harness the intellectual capital in an organization probably represents the most important aspect relating to the creation of an intelligent enterprise.

A CONCEPTUAL APPROACH OF ENTREPRENEURIAL ORIENTATION WITHIN SMALL BUSINESS CONTEXT

2005 ◽  
Vol 13 (01) ◽  
pp. 21-45 ◽  
Author(s):  
WASSIM ALOULOU ◽  
ALAIN FAYOLLE
Keyword(s):  
Small Business ◽  
Entrepreneurial Orientation ◽  
Small Businesses ◽  
Corporate Entrepreneurship ◽  
Strategic Orientation ◽  
Future Research ◽  
Conceptual Approach ◽  
Business Context ◽  
Strategic Orientations ◽  
Strategic Leaders

There is abundant literature about individual entrepreneurship (entrepreneurs) and about corporate entrepreneurship within organizations. But little is written about a related concept like Entrepreneurial Orientation (EO) in small businesses, and also, about how to describe its role in their strategic formulation. The paper attempts to identify the main attributes of the EO concept and its determinants within small business context. EO consists of three components: Innovativeness, proactiveness, and risk-taking by strategic leaders in these firms. An innovative small business wilI not be an entrepreneurial if it does not take risks or is not sufficiently proactive towards competitors and environment. After describing the emergence of this concept, the paper shows the importance of the EO as a valid strategic orientation for small businesses when they re-think their strategic analyses with Opportunity-based and Resource-based views. Adopting such orientation seems to reflect a needed conciliation between other strategic orientations (market-, technology- and stakeholder orientations) and altogether blending of them. Finally, the paper concludes with proposing some implications for future research to deepen the study (conceptually and empirically) of the EO within small business context.

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