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1 – 10 of 882Despite an increasing number of publications focusing on the phenomenon of entrepreneurial learning, it is still unclear how this learning process differs from wider…
Abstract
Purpose
Despite an increasing number of publications focusing on the phenomenon of entrepreneurial learning, it is still unclear how this learning process differs from wider organizational learning. This paper aims to address this gap by highlighting four key processual dimensions unique to entrepreneurial learning: intuiting, scanning, internalizing and routinizing.
Design/methodology/approach
Drawing on various conceptual and empirical papers published in this area over the past 20 years, common threads in the literature are identified, which point towards these four key dimensions of entrepreneurial learning.
Findings
It is thus argued that the ability of the entrepreneurial team to learn form and adapt to changes in the external market involves all four dimensions of intuiting, scanning, internalizing and routinizing. Intuiting involves drawing on prior knowledge to create new opportunity sets, and skills. These ideas and skills are then tested in the market, through scanning and market research. Internalizing allows the entrepreneurial team to question taken for granted assumptions, as existing ways of working and views of the world are continually adapted. Finally, routinization is the process whereby the entrepreneurial team accumulates a situated knowledge of the changing world around them, and in the process, frees up valuable cognitive resources, needed in the continual process of intuiting, scanning and internalizing.
Originality/value
It is argued that the adaptability of entrepreneurial ventures hinges on all four processual dimensions.
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Chris Ellegaard, Ulla Normann and Nina Lidegaard
The purpose of this paper is to create knowledge on the intuitive global sourcing process applied by small and medium-sized enterprise (SME) managers.
Abstract
Purpose
The purpose of this paper is to create knowledge on the intuitive global sourcing process applied by small and medium-sized enterprise (SME) managers.
Design/methodology/approach
This study reports on qualitative inquiries with experienced sourcing managers from 10 SMEs in the textile industry. The study follows a three-step semi-structured interviewing process, allowing us to gradually unveil the detailed nature of the intuitive supplier selection process.
Findings
Nine of the 10 SMEs rely on a highly intuitive supplier selections process, where one supplier at a time is gradually taken into the exchange while testing the supplier’s behavior. The process consists of an early heuristics sub-process, which gradually switches over to a more advanced intuiting behavioral pattern-matching process.
Practical implications
Most OM/SCM research has treated global sourcing and supplier selection as a highly rational, analytical and deliberate optimization problem. This study uncovers a completely different, and frequently successful, intuitive process, which could inspire managers in companies of all sizes, faced with high uncertainty about global supplier selection decisions.
Originality/value
Intuition has recently been adopted in the global sourcing literature. However, this study is the first to offer detailed insights into a predominantly intuitive global sourcing process, specifically as it is managed by SMEs.
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This case describes an innovative response-modeling project at INTUIT. The case can help students understand the basics of (and the issues surrounding) response modeling, an…
Abstract
This case describes an innovative response-modeling project at INTUIT. The case can help students understand the basics of (and the issues surrounding) response modeling, an important tactic in data-base marketing.
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Baoshan Ge, Yaqing Sun, Yong Chen and Yang Gao
Guided by the proposed opportunity and resource integrative entrepreneurial growth model, the purpose of this paper is to explore how different opportunity type firms grow…
Abstract
Purpose
Guided by the proposed opportunity and resource integrative entrepreneurial growth model, the purpose of this paper is to explore how different opportunity type firms grow integrally and what the laws for different opportunity integration growth modes are.
Design/methodology/approach
A multiple case study on six firms in information and communication technologies industry in China is conducted.
Findings
Three types of entrepreneurial opportunities exist. These are identification type opportunity, discovery type opportunity, and creation type opportunity. Entrepreneurship among the three types of entrepreneurial opportunities operates under different laws. For each type of entrepreneurial opportunity, firms need to balance the two growth modes, namely, the opportunity identification and assessment/resource allocation mode and the opportunity utilization and resource identification/acquisition mode, in order to achieve a leveraging effect.
Research limitations/implications
Vertical comparison is missing.
Practical implications
Firms need to balance the two growth modes, namely, opportunity identification and assessment and resource allocation mode and opportunity utilization and resource identification and acquisition mode, to achieve leverage effect.
Originality/value
This paper integrates system theory with entrepreneurship research and proposes the opportunity and resource integrative entrepreneurial growth model. This model is helpful, both in aiding firms to follow the laws for entrepreneurial opportunities and to identify entrepreneurial opportunities. The business model plays a vital role in entrepreneurship. Firms taking advantage of the Internet of Things are more likely to gain a competitive advantage and to achieve success in their entrepreneurial activities.
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Ralph E. McKinney, Ben Eng and Ricky J. Weible
This paper aims to present a case study on how the strong relationships with multiple stakeholder groups can benefit educational programs through the curriculum redesign process…
Abstract
Purpose
This paper aims to present a case study on how the strong relationships with multiple stakeholder groups can benefit educational programs through the curriculum redesign process by using the experience of Marshall University and Intuit.
Design/methodology/approach
This paper highlights how Marshall’s faculty used Intuit’s Design Thinking process to engage with stakeholders to innovate a curriculum that is sustainable and socially responsible and transfers workforce skills and concepts. This case describes how to: involve stakeholders to discover their pain points and desired outcomes, develop prototype curriculums from stakeholders’ feedback and test and iterate prototype curriculums on stakeholders until their expectations (e.g. quality, innovation and value) of the curriculum are exceeded.
Findings
Faculty applied Design Thinking to engage with stakeholders to infuse contemporary knowledge and skills that positively impact their workforce development and societal goals into the curriculum. This process promoted critical thinking and a “stakeholder-centered” orientation with various groups including AACSB and employers. These curriculum changes ultimately provide greater experiences to students while providing relevant skills of interest to employers and society.
Originality/value
Stakeholders are often consulted on educational programs; however, it is unusual for an industry stakeholder to provide their best innovative practices to assist colleges with the transformation of academic curriculums. Moreover, it is unusual for higher education institutions to fully embrace these industry processes and integrate these experiences within their collective culture. Finally, the detailing of this case allows for other colleges to apply these concepts to their curriculums.
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Francisco Balbastre, Victor Oltra, Juan F. Martinez and Maria Moreno
Most academic work usually explains organizational learning as a simple translation of individual learning. To fill this gap, this article focuses on the analysis of…
Abstract
Most academic work usually explains organizational learning as a simple translation of individual learning. To fill this gap, this article focuses on the analysis of organizational learning as an iterative process in which group learning level is important. In this way, the model of organizational learning and knowledge generation presented in this article integrates the ontological and epistemological dimensions of knowledge and may be useful for knowledge management in organizations.
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Leading businesses are learning how to use the engagement experiences of individuals and communities as the new basis of their value creation for customers. This paper aims to…
Abstract
Purpose
Leading businesses are learning how to use the engagement experiences of individuals and communities as the new basis of their value creation for customers. This paper aims to look at this issue.
Design/methodology/approach
To initiate and implement this co‐creation model, especially in established organizations, the paper proposes adopting a new mindset.
Findings
The paper finds that once leaders recognize the “interactions among individuals everywhere in the system” as the new locus of value creation, it stands to reason that organizations must be designed to function around them.
Practical implications
In the co‐creation paradigm, value is a function of experiences other than the product itself, such as web platforms and environments for consumer interactions with the product and with a community of other users. Intuit's www.intuitlabs.com is another good illustration; there, Intuit's internal engineers get a fast, direct connection to customers, and the community of customers connects to the “makers” of Intuits offerings.
Originality/value
Becoming a co‐creative organization is impossible without the active involvement of managers at all levels and every employee who interacts with customers – from the call center operator to the service mechanic, from the sales representative to the logistics manager, from the software engineer to the product developer.
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Usman Talat, Kirk Chang and Bang Nguyen
The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is…
Abstract
Purpose
The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition.
Design/methodology/approach
The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change.
Findings
Investigating whether dual process theory is sufficiently clear, the authors found ambiguity. Specifically, the current definition provided by Dane and Pratt is not clear in terms of its four sections: the consciousness of non-conscious processing, involving holistic associations, that are produced rapidly, which result in affectively charged judgments. Finally, the authors note that the evolutionary perspective is missing and they provide foundational concepts for such a perspective, including the discussion of information templates, memes and genes, as argued by research, condition intuition.
Originality/value
The paper finds that an evolutionary perspective develops a picture of intuition as an adaptive resource. This evolutionary perspective is currently absent in research and the authors provide foundational concepts for such a perspective. They propose specific arguments to highlight the evolutionary perspective.
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The purpose of this paper is to present a case study of a specialist at a research institution turned into an unwilling manager who lost her Jungian self under the managerial…
Abstract
Purpose
The purpose of this paper is to present a case study of a specialist at a research institution turned into an unwilling manager who lost her Jungian self under the managerial persona and shadow pressures of the organization. The findings lead to a personal development model.
Design/methodology/approach
The problem and solution are translated into Jungian language, which fits with the Buddhist approach chosen by the interviewee. The case study looks for answers to questions: How responsible should individuals be? How far should they go: blow the whistle? Is responsible leadership possible in an organization whose ego is in the powerful grip of its persona and shadow? What is the role of individual/group/organizational/societal unconscious in striving for responsible leadership? Can an organization become aware of its persona and shadow and develop into an enlightened self?
Findings
Individuals can take responsibility for the less powerful but not always for the more powerful. Whistle‐blowing may be counterproductive. Responsible leadership is possible, if individuals/groups/organizations/societies are mature enough to become aware of their persona and shadow to free this energy for responsible behaviour. A Jungian‐Buddhist personal development model is built.
Research limitations/implications
Single case study results are not generalizable, but the presented problem may be common in research organizations. The model requires further empirical support.
Practical implications
Holistic personal development: “Loose (don’t lose) your self. Shelve your persona! Don’t fear your shadow; learn to know it!”
Originality/value
The paper presents a novel account of presenting and solving a real‐life managerial problem through integrating Buddhist and Jungian knowledge, and introducing a Jungian‐Buddhist model.
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Michel Avital and Wietske van Osch
Anyone who engages with ideas in the context of everyday work is engaged in idea work. Building on Jung’s psychological theory of types, we theorize about the fundamental…
Abstract
Anyone who engages with ideas in the context of everyday work is engaged in idea work. Building on Jung’s psychological theory of types, we theorize about the fundamental processes underlying one’s generative capacity, and in turn, one’s ability to generate ideas and engage effectively in idea work. Moreover, we provide further insights regarding creativity and innovation in everyday work practices as well as discuss considerations for the design of environments and tools that are conducive to idea work.