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Article
Publication date: 28 June 2013

Manlio Del Giudice, Maria Rosaria Della Peruta and Vincenzo Maggioni

The purpose of this paper is to examine how the organizational change management that characterizes the transitional moments of family businesses may open a transcendental horizon…

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Abstract

Purpose

The purpose of this paper is to examine how the organizational change management that characterizes the transitional moments of family businesses may open a transcendental horizon from which a business model arises that is built around the sovereignty of the family institution and must necessarily share the solution of agency problems which emerge as the overlapping between ownership and management recedes, and a management style oriented towards the evolution of the relations between family and business.

Design/methodology/approach

Taking its starting point from recent research, the proposed study aims at finding empirical validation of research hypotheses formulated through the development of a factorial analysis and the construction of an innovative model of structural equations able to provide an empirical solution to processes, up to now, left unresolved by management literature on the subject.

Findings

By empirically linking stewardship behaviours to capacity to keep the dynastic myth for generations, the authors have demonstrated that stewardship behaviors act as an effective governance mechanism for family businesses in specific change management situations related to the process of generational turnover. Further, the authors provide an important first step in linking theory building with theory testing and conclude the stewardship scale is positioned to play an important role in establishing alignment between the representation of consciousness of family business, in the realization of the self, and extra‐psychological symbolic dimension, in the realization of family history and destiny.

Research limitations/implications

These discussions need to be validated and rendered more generalizable through extensive empirical research. First, though this study drew from cross‐sectional industrial data for the pilot test and then from a more focused industry‐specific sample (validation study), the generalizability of the construct could be a limitation of the stewardship scale. Second, we acknowledge the criticisms associated with a single country sample bias in our sample. A third associated limitation relates to the difficulty of developing a scale to tap individual and firm level behaviors.

Originality/value

Despite much progress, the extant literature on the psychology of strategic management has emphasized the behavioural and cognitive aspects of strategy formulation and implementation at the expense of emotional and affective ones, leading to an inadequate portrayal of strategic management as a series of rational and dispassionate activities. The originality of this empirical study has been to retrace, through the analysis of specific phenomena such as the multigenerational transition which characterize family businesses, the unconscious decisions within the decisional processes, which may transmit the original entrepreneurial dream into an organizational pathway, even in the case of a non‐family succession.

Article
Publication date: 8 June 2018

Chiara Cantù

Even if in a traditional perspective the discovery and the exploitation of opportunities are associated to the entrepreneur’s capabilities, a relational perspective is required to…

Abstract

Purpose

Even if in a traditional perspective the discovery and the exploitation of opportunities are associated to the entrepreneur’s capabilities, a relational perspective is required to better analyze the phenomenon of starting up a new venture. The growing attention to interaction with the external environment has been emerging as a precondition of the entrepreneurial processes as it creates the knowledge and the experience necessary to perceive the opportunity. The entrepreneurial opportunities are created through joint acts with others through social relationships. Shifting the attention from social to business relationships, the main aim of this paper is to investigate the discovery and the exploitation of collective entrepreneurial opportunities in starting up new business. In particular, the purpose of this paper is to analyze the role of relational proximity in the entrepreneurial journey considered as an emergent process of transforming potentiality into actuality.

Design/methodology/approach

The paper applied a qualitative methodology (Dubois and Araujo, 2004) and a case study approach (Barrat et al., 2011). The case concerns the dyadic spin-off relationship between the innovative start up, ShapeMode (the generated firm), and the Milan FabLab (the generating firm) located in Lombardy Region (Italy).

Findings

The emerging of collective entrepreneurial opportunities could be analyzed at two levels: the first one concerns the dyadic spin-off relationship, while the second one is founded on the business relationships that the start-up can activate with the business partners of the generating firm. The collective entrepreneurial opportunities are positive influenced by jointness of the actors and their co-evolution, founded on the shared values and goals.

Research limitations/implications

Although the case study approach allowed the researcher to gain detailed information about the spin-off relationship, this effort does not measure the performance outcomes of the relationships and actions that were taken to improve the competitiveness of the start-up. Future studies would benefit from a large-scale questionnaire given to the members of the start-up and to the actors of its Entrepreneurial Network, so to analyze all of its performance implications for the start-up and the network as a whole. In addition, it could be of interest for future research to investigate the effects of collective entrepreneurial opportunities in order to examine this topic more deeply.

Practical implications

From a managerial point of view, even if the growing number of start-ups has been associated to a temporary phenomenon, the development of new ventures is now consolidated. A new managerial approach is required to promote the birth and the growth of the start-ups. The development of a new venture requires to shift the attention from the collection of financial resources to the exploitation of entrepreneurial opportunities generated by interconnected business relationships. In this way a relevant attention should be recognized to the new role of organizations that can be considered as facilitators of business relationships, such as the FabLab. This paper sheds light on the relevance of the strategic networking that sustains the generation of collective entrepreneurial opportunities. The networking involves actors that belong to different geographic area and different countries but that are focused on the same business dream related to the exploitation of potentialities of digital fabrication. The policymakers should recognize the role of the FabLab as facilitator of knowledge diffusion concerning digital fabrication.

Originality/value

The entrepreneurial opportunities such as the starting up of a new business and its evolution, are enacted, discovered and exploited through interconnected business relationships. In particular the main entrepreneurial opportunities are generated by the activation of business relationships with new business actors. Focusing on the dyadic spin-off relationship, the exploitation of collective entrepreneurial opportunities depends on the sharing of third actors. The business partners of the generating actor (FabLab) became business partners of the generated actor (start-up). The evolution of the generating firm (FabLab) influenced the birth and the evolution of the generated firms (start-up). The dyadic relationship allows the generated firm to discover entrepreneurial opportunities and to exploit them, accessing to the business partners of the generating firm. The effectiveness of the spin-off relationship sustains the replication of the model of new firm generation, that could benefit from the relationships of the two actors of the dyad. Moreover the strong relationships are founded on relational proximity that is characterized by the sharing of values, vision and business dreams.

Article
Publication date: 19 November 2018

Chiara Cantù, Sepe Giorgia and Alessandra Tzannis

Differently from previous works that focused on the entrepreneur and on his ability to manage social relationships, the purpose of this paper is to investigate the role of business

1083

Abstract

Purpose

Differently from previous works that focused on the entrepreneur and on his ability to manage social relationships, the purpose of this paper is to investigate the role of business relationships in the different stages of the life cycle of a start-up.

Design/methodology/approach

Since the paper aims to explore startups’ evolutionary phenomenon, it adopts a qualitative abductive methodology, presenting an in-depth study of two innovative Italian start-ups. The research is based on two steps. In the first one, the authors collected secondary data from start-ups’ reports and documents, financial indicators (when available) and processed them to understand their background. In the second one, the authors conducted ten semi-structured interviews, including face-to-face interviews, phone interviews and video conferences.

Findings

The paper presents a relationship-based life cycle model composed of four different stages, depending on the number and role of relationships developed. Indeed, since the beginning, start-ups adopt a relational approach and their evolution involves the shift from the focus on the entrepreneur to the centrality of a network approach based on interconnected relationships. The entering into a new stage of life cycle depends on relationships, mainly based on connected actors and resources shared and combined. Even if a key role is assumed by technology, the main resource is identified in the knowledge concerning the customer/user’s needs that require marketing competencies, human resources, relational capabilities. Thus, the shift from one stage to the next in the start-up’s life cycle is possible thanks to a parallel shift from a focus on the activities to a focus on those strategic and heterogeneous actors that ensure activities.

Originality/value

In a traditional perspective, the start-up’s life cycle depends on activities, financial resources and revenues, as stated by previous life cycle models. In a different perspective, as depicted in our analysis, the evolution of a start-up depends on the portfolio of their business relationships. The role of business relationships is hence to facilitate the interconnections within specialized key actors, which allow start-ups to access strategic resources. These resources are essential in order to develop the activities that characterize the specific stage of the life cycle.

Details

IMP Journal, vol. 12 no. 3
Type: Research Article
ISSN: 2059-1403

Keywords

Article
Publication date: 1 October 1994

Martin Kimeldorf

Suggests journal writing can help integrate and personalize occupationalchange and so provides a journal‐writing exercise to illustrate afocused career exploration exercise…

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Abstract

Suggests journal writing can help integrate and personalize occupational change and so provides a journal‐writing exercise to illustrate a focused career exploration exercise. Provides a series of steps/tasks to bring the reader′s creative self‐knowledge to the fore to reveal true dreams and passions. Includes talents lists which supply list‐creating activities: a lists analysis; combining and prioritizing to develop category labels describing strongest interests and talents; playing with dream jobs; and “Job Wanted”, part of which has the reader writing a “help wanted” advertisement to describe skills needed for a job using favourite talents. Advises the reader to form networks with people who have similar interests to gain knowledge of job openings.

Details

International Journal of Career Management, vol. 6 no. 4
Type: Research Article
ISSN: 0955-6214

Keywords

Article
Publication date: 1 December 2005

Louise‐Jayne Edwards and Elizabeth J. Muir

This paper is a critique of the “Enterprise in Education” initiative, which has been implemented, supported and developed at the University of Glamorgan. The purpose of the paper…

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Abstract

Purpose

This paper is a critique of the “Enterprise in Education” initiative, which has been implemented, supported and developed at the University of Glamorgan. The purpose of the paper is to critique the initiative so that best practice in enterprise education can be identified and embedded in the future.

Design/methodology/approach

The methodology for this paper was to review the related literature and use this to identify conceptual frameworks relating to entrepreneurial learning; distinguish between “for” and “about” entrepreneurship courses and better understand the informal learning experience. This was then followed by reflective critical analysis of the formal and informal learning activities at the university.

Findings

The analysis supports the notion that lack of support, resources and finance are barriers to self‐employment and access to entrepreneurial learning. Even with funded support for their learning, undergraduates are likely to face the barrier of lack of work experience and suggest postgraduate study as the space for “for” entrepreneurship courses. But whatever level of study there is a need for a seamless provision of “formal” and “informal” entrepreneurial learning.

Research limitations/implications

Whilst there is a need for longitudinal studies relating entrepreneurial learning with entrepreneurial activity and sustainability, some of the outcomes of this case study have been fed into policy and practice: the continuation and further development of specialist “for” entrepreneurship courses at postgraduate level.

Originality/value

This paper provides a case study of entrepreneurial learning in the university context and as such will be valuable to those developing courses in the field of entrepreneurship and those involved in developing university policy surrounding entrepreneurial learning.

Details

Journal of Small Business and Enterprise Development, vol. 12 no. 4
Type: Research Article
ISSN: 1462-6004

Keywords

Content available
Article
Publication date: 1 June 2004

201

Abstract

Details

International Journal of Productivity and Performance Management, vol. 53 no. 4
Type: Research Article
ISSN: 1741-0401

Article
Publication date: 1 March 2011

Heather Wyatt-Nichol

The American Dream functions as a myth within our political discourse by providing hope to citizens and reinforcing beliefs in the protestant work ethic and meritocracy. This…

Abstract

The American Dream functions as a myth within our political discourse by providing hope to citizens and reinforcing beliefs in the protestant work ethic and meritocracy. This article examines the myth through categories of mobility, marginalization, and hope. Elite theory and institutional isomorphism are used to explore business privilege within Public Administration. The ability to reframe the American Dream is considered through an examination of select speeches at the 2008 Democratic National Convention. Despite evidence of declining mobility and structural inequality, citizens cling to the myth. One explanation is that marginalization perpetuates the American Dream by crowding out issues of social class through various methods of institutional isomorphism. Another explanation is that the dream endures because it can be re-conceptualized.

Details

International Journal of Organization Theory & Behavior, vol. 14 no. 2
Type: Research Article
ISSN: 1093-4537

Abstract

Subject area

Marketing Management, Entrepreneurship.

Study level/applicability

This case meant for advanced undergraduate students, taking courses of marketing management that covers the topics related to pricing strategies. With regard to strategic marketing class, this case can be used to explain how pricing strategy plays significant role in attracting and retaining customers.

Case overview

This case teaches about the importance of understanding the marketing strategies pertaining to pricing. Nora the entrepreneur of Baby Dreams focusing on baby items was in a dilemma in deciding the appropriate pricing strategy for her business. She was in doubt whether her low-price strategy which she believed was appropriate for the low- and middle-income groups was the best strategy for her business. The drastic decrease in sales pushed her to think about the effectiveness of her pricing. All together, Nora owned three Baby Dreams’ outlets. However, due to poor sales, she had to shut down two outlets in 2013. For the last outlet, she had to take an immediate decision in terms of pricing, as the start-up money was depleting, and with no improvement, it was expected to be finished by May 2014.

Expected learning outcomes

Using this case, students will be able to have an intellectual openness in accepting different ways of finding a solution for a particular problem. This case illustrates the importance of understanding the marketing strategies pertaining to pricing. Moreover, it is also highlighted that, offering low price is not the panacea of sales decrease. It is also necessary for the small business’s survival to look at competitors’ pricing effort to come up with a better pricing policy.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Book part
Publication date: 14 March 2022

Adam Grzywacz, Małgorzata Kuczara and Aleksandra Wąsowska

The case study presented here discusses the story of Marek, who left his job in a corporation in Poland and set up his dream hotel business in Zanzibar. The first part of his

Abstract

The case study presented here discusses the story of Marek, who left his job in a corporation in Poland and set up his dream hotel business in Zanzibar. The first part of his story offers an excellent basis for discussing the role of distance in international business and learning the CAGE model. In the second part, the entrepreneur had to face up to the global pandemic, and decide whether to give up on his dreams or cope with the difficulties. Students working with this case thus have an opportunity to put themselves in the shoes of a transnational entrepreneur embedded in two countries, and to learn how a person’s perspective on distance might change in times of crisis.

Details

International Business in Times of Crisis: Tribute Volume to Geoffrey Jones
Type: Book
ISBN: 978-1-80262-164-8

Keywords

Abstract

Details

Radical Business
Type: Book
ISBN: 978-1-80262-808-1

1 – 10 of over 15000