By Sanchez R., Heene A.
ISBN-10: 0762312114
ISBN-13: 9780762312115
This 3rd quantity of analysis in Competence-Based administration (RCBM) keeps the release of a long-awaited outlet for peer-reviewed learn papers contributing to development of competence-based administration theory.Each quantity in RCBM might be eager about a key point of competence concept. the point of interest during this quantity on ''Understanding development: Entrepreneurship, Innovation, and Diversification'' addresses key tactics necessary to profitable association competence development, leveraging, and upkeep. the 1st set of papers during this quantity explores the significance of entrepreneurial motivation in altering markets, in addition to concepts for inner as opposed to exterior investment and association of entrepreneurial ventures. A moment set of papers addresses a few key concerns in innovation in small and big agencies, in addition to the competence construction strategy in the course of technological innovation. Papers on diversification and alliances examine the function of competence leveraging as a driving force of diversification, in addition to decision-making in innovation which may bring about diversification, cultivating associations for bettering innovation functionality, and enhancing alliance administration power.
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Additional resources for A Focused Issue on Understanding Growth: Entrepreneurship, Innovation, and Diversification (Research in Competence-Based Management, Volume 3)
Example text
Entrepreneurship as a field of research is scattered. We agree with Shane and Venkataraman’s (2000) suggestion that entrepreneurial research needs to be integrated into a more interdisciplinary field (see also Douglas & Shepherd, 2000). The common concept of entrepreneurship is, however, defined by the ability to create and exploit possibilities (cf. Brazeal & Herbert, 1999; Sexton & Landstro¨m, 2000 for an overview). The research on entrepreneurship is strongly linked to research on the actor – the entrepreneur.
Strategic asset and organizational rent. Strategic Management Journal, 14(1), 33–46. Arend, R. J. (1999). Emergence of entrepreneurs following exogenous technological change. Strategic Management Journal, 20(1), 31–47. Argote, L. (1999). Micro underpinnings of organizational learning. In: Organizational learning: Creating, rethinking, and transferring knowledge (pp. 99–141). Boston, MA: Kluwer Academic Publishers. , & Volberda, H. W. (1997). Strategic renewal in large complex organizations: A competence-based view.
Cheltenham: Edward Elgar. Holmquist, C. (2004). Managepreneurs – The missing link? Paper presented at the Babson entrepreneurship conference, Glasgow. Leonard-Barton, D. (1995). Wellsprings of knowledge: Building and sustaining the sources of innovation. Cambridge, MA: Harvard Business School Press. Lumpkin, G. , & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21, 135–172. March, J. G. (1991). Exploration and exploitation in organizational learning.
A Focused Issue on Understanding Growth: Entrepreneurship, Innovation, and Diversification (Research in Competence-Based Management, Volume 3) by Sanchez R., Heene A.
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