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Acting entrepreneurially in nascent industries is a complex endeavor characterized by uncertainty and ambiguity. Nevertheless, entirely new industries do emerge, often as…
Acting entrepreneurially in nascent industries is a complex endeavor characterized by uncertainty and ambiguity. Nevertheless, entirely new industries do emerge, often as a direct result of entrepreneurial behavior. We extend and apply discovery and creation approaches to study entrepreneurial behavior during industry emergence by means of qualitative analysis of a film about the personal computer (PC) industry℉s formative years. We find that discovery and creation behavior are fundamentally interrelated and share a common element: bricolage. Moreover, ideological activism is a major component of entrepreneurial behavior in a new industry℉s formative years during both creation and discovery processes. Implications for research and practice are discussed.
The purpose of the article is to provide managers and academics alike with valuable insights into how global organizations are able to manage innovation by the…
The purpose of the article is to provide managers and academics alike with valuable insights into how global organizations are able to manage innovation by the organization‐wide mobilization of knowledge resources.
This paper is the result of an eight‐year in‐depth theoretical and practical research process mainly undertaken within Siemens AG, and is based on a total of 68 expert interviews conducted with distinguished experts in related fields. Consisting of three phases, the research stretched from analyzing the interrelation of mobility and innovation and deducing case studies towards the development of an integrated model of a mobile company.
In order to leverage on innovation as one of the most important sources of competitiveness and business success, organizations have to abandon outdated organizational models and engage into mobilizing their knowledge resources.
The results of this in‐depth work can be applied to the reality of a global business, networked across organizations, people, borders and cultures. By providing proof of the impact of people and business processes' mobility on knowledge creation, this article shows how to mobilize organizations for innovation and, consequently, value creation by suggesting an advanced organizational model called the “MOBILE company”.