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Structural Models of Wage and Employment Dynamics
Type: Book
ISBN: 978-0-44452-089-0

Book part
Publication date: 31 October 2005

John McMillan

Creative destruction “revolutionises the economic structure from within”, Joseph Schumpeter famously said, “incessantly destroying the old one, incessantly creating a new one”…

Abstract

Creative destruction “revolutionises the economic structure from within”, Joseph Schumpeter famously said, “incessantly destroying the old one, incessantly creating a new one”. Innovation in business – bringing new goods, new markets, new methods of production, new ways of organising firms – is the “fundamental impulse that sets and keeps the capitalist engine in motion” (Schumpeter, 1975, p. 83). Does the economy have enough flexibility? Are there barriers in the way of entrepreneurship? This paper develops a framework for quantifying creative destruction.

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The Emergence of Entrepreneurial Economics
Type: Book
ISBN: 978-1-84950-366-2

Content available
Book part
Publication date: 31 October 2005

Abstract

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The Emergence of Entrepreneurial Economics
Type: Book
ISBN: 978-1-84950-366-2

Book part
Publication date: 31 October 2005

Abstract

Details

The Emergence of Entrepreneurial Economics
Type: Book
ISBN: 978-1-84950-366-2

Abstract

Details

Awakening the Management of Coworking Spaces
Type: Book
ISBN: 978-1-80455-030-4

Content available
Book part
Publication date: 15 January 2021

Ana Cecilia Dinerstein and Frederick Harry Pitts

Abstract

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A World Beyond Work?
Type: Book
ISBN: 978-1-78769-143-8

Abstract

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African American Management History: Insights on Gaining a Cooperative Advantage
Type: Book
ISBN: 978-1-78756-659-0

Book part
Publication date: 15 March 2022

Antonia Koumproglou and Konstantinos Biginas

Start-up owners have emerged in recent years as thought leaders in a variety of encouraging ways throughout the business world, changing the game that organisations function…

Abstract

Chapter Contribution

Start-up owners have emerged in recent years as thought leaders in a variety of encouraging ways throughout the business world, changing the game that organisations function worldwide in fascinating ways. They have transformed office culture by embracing flex-time, innovative work spaces, informal networks and work structures among many things. Building a great organisational culture at the early stages of forming a business as in a start-up is about creating an identity. The World Economic Forum community observes that start-ups are social systems which are very attractive for their enhancing of personal creativity and social inclusion. Thus, members of creative start-ups seem to exhibit strong group affiliation and passion for their profession. Based on the assumptions above, the study of start-up workplaces as unique social systems with distinct characteristics is proposed. Drawing on social identity theory as a collective construct was derived by Henri Tajfel and John Turner (Tajfel, 1972; Tajfel & Turner, 1979; Turner, 1982).

This chapter aims to investigate the idiosyncratic bundle of resources, capabilities and personal attributes resulting from the system interactions in the unique organisational context of start-ups (Habbershon, Williams, & McMillan, 2003, p. 452). This chapter considers the need for nurturing of start-up business owners/managers’ entrepreneurial learning capabilities, and highlights the fact that entrepreneurial learning and behaviour is different from other forms of learning and behaving.

Although multiple factors influence how people work, social identity theory could possible serve as a unifying theory of organisational behaviour elements, because it views the organisation as a social system where individual behaviours and attitudes are to a large degree influenced by psychological, behavioural, economic and sociological processes of group formation and membership. Social identity perspectives can shed light on

what and how people think in the early, but very critical stages of organisation formation.

Research in entrepreneurship points out that a heightened sense of self-realisation in individual starting/participating in new ventures is a strong motivator (Triandis, 1989). Engaged and inspired employees perceive their entrepreneurial identity to be central to their self-concept and experience greater levels of passion at their work (Murnieks, Mosakowski, & Cardon, 2014). The result is that the staff is committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being. For start-up culture is the reflection of everyone’s actions and values in the office – the interactions of everyone in the start-up with suppliers, customers and other stakeholders set the tone for the company’s relations with its external environment and its culture.

Developing a business with like-minded individuals to advance a collective business vision is at the heart of entrepreneurial activity of small and emerging enterprises. Small but highly flexible work groups provide a united voice and a common sense of purpose for individual members (Alpkan & All, 2007). They have the ability to take action to reconfigure or move entrepreneurial resources and activities in company routines quickly and effectively. This is particularly important in times of high uncertainty and volatility as the one we are currently going through in the midst of the Covid-19 pandemic.

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Small Business Management and Control of the Uncertain External Environment
Type: Book
ISBN: 978-1-83909-624-2

Abstract

Details

Organisational Behaviour in the Public Sector: A Critical Introduction
Type: Book
ISBN: 978-1-80071-421-2

Book part
Publication date: 22 November 2021

John Fenwick

Abstract

Details

Organisational Behaviour in the Public Sector: A Critical Introduction
Type: Book
ISBN: 978-1-80071-421-2

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