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A focused issue on understanding growth : entrepreneurship, innovation, and diversification /
The contributors in this volume address key processes essential to successful organization competence building, leveraging, and maintenance.
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Amsterdam ; San Diego :
Elsevier JAI,
[2005]
|
| Edición: | 1st ed. |
| Colección: | Research in competence-based management ;
v. 3. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover
- Managing Knowledge Assets and Organizational Learning
- Contents
- List of Contributors
- Editors' Introduction
- Introduction to Understanding Growth: Entrepreneurship, Innovation, and Diversification
- Part I. Entrepreneurship
- Part II. Innovation
- Part III. Diversification and Alliances
- Part I: Entrepreneurship
- Entrepreneurial Drives and Dynamic Capabilities in Situations of Encompassing Change
- Introduction
- Contradicting Demands in Situations of Encompassing Change
- Dynamic Capability
- Distinctive Features and Development
- Entrepreneurs and Firms Dynamic Capability
- Entrepreneurial Actions and Drives in Four High-Tech Firms
- Entrepreneurial Actions to Remain in a Situation of Encompassing Change
- Permanova
- Entrepreneurial Actions for Sustained Intense Technological Exploration
- Susar
- Entrepreneurial Actions for Sustained Intense Market Exploration
- Polar
- Entrepreneurial Actions to Move from Encompassing to Incremental Change
- Vitec
- Entrepreneurial Drives and the Development of Dynamic Capabilities
- Entrepreneurial Drives towards Creation, Expansion, and Building
- Dynamic Capability
- The Managerial Ability to Balance Contradicting Demands
- Development of Dynamic Capabilities
- A Process over Time
- References
- Entrepreneurial Volition to Take Action and the United States Markets of the 1990s
- Entrepreneurial Volition to Take Action and the 1990s
- Entrepreneurial Action Taking
- The Case of the Start-UPS of the 1990s
- Discussion
- Conclusion
- References
- Corporate Venture Capital: Leveraging Competences, Hedging Uncertainty, or Creating an Ecosystem?
- Introduction
- Strategic Objectives of CVC Programs
- Resource-Based, Real Options and Network-Based Perspectives on CVC Programs
- Resource-Based View
- Real Options-Based View
- Networks-Based View
- Research Methods
- Observations
- Leveraging and Upgrading Competences
- Reserving the Right to Play in Alternative Markets/Technologies
- Building an Ecosystem
- Discussion and Conclusions
- Notes
- References
- Part II: Innovation
- Corporate Entrepreneurship From a Competence-Based Management Perspective
- Business Development, Innovation, and Corporate Entrepreneurship
- A Competence-Based Framework for Corporate Entrepreneurship
- Corporate Entrepreneurship and Corporate Venturing
- Failures in Corporate Venturing
- Organizational Structures and Incentive Mechanisms of Corporate Venturing
- Success Factors for Corporate Venturing
- Potential Frictions Between the Corporate Core and Corporate Ventures
- Options for Organizational Integration of Corporate Ventures
- Conclusion
- Notes
- References
- Innovation Strategies in Small Firms: A Competence-Based Model for Empirical Research
- Background
- Theoretical Framework
- The Relevance of Emotional and Intuitive Energy in Small Firm Management
- Beyond the Limits of the Core Competence Perspective: Competence-Based Strategic Management
- Resources and Capabilities Categories within the ''Small Firm as Fuzzy Boundary System.