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Case study
Publication date: 20 January 2017

Saras D. Sarasvathy and N. Ali

Students at all levels explore the psychology of entrepreneurship and new product branding and marketing as a young IBM executive decides whether to become an…

Abstract

Students at all levels explore the psychology of entrepreneurship and new product branding and marketing as a young IBM executive decides whether to become an entrepreneur. He must evaluate his business plan; seek advisors; and decide how much money it will take to get started. His product idea? On-the-go water for dogs. With market research complete and a team of advisors assembled, he must decide whether to take the plunge.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

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Case study
Publication date: 20 January 2017

S. Venkataraman, Saras D. Sarasvathy, Bidhan L. Parmar and Gosia Glinska

The case chronicles the development of Lumni, Inc., an international start-up offering innovative mechanisms for financing higher education. It focuses on: the details of…

Abstract

The case chronicles the development of Lumni, Inc., an international start-up offering innovative mechanisms for financing higher education. It focuses on: the details of decision making required to transform an idea into a viable business; building partnerships; the challenge associated with raising venture capital; and the challenges of creating a new market where human capital can be traded to finance higher education.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

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Book part
Publication date: 10 November 2016

Cici Xiao He and Masoud Karami

This study explains the international opportunity development of SMEs from emerging economies during institutional transition. This research enriches our understanding of…

Abstract

This study explains the international opportunity development of SMEs from emerging economies during institutional transition. This research enriches our understanding of how these firms adopt different approaches to developing international opportunities when they confront the turbulent institutional environment. We develop a phase-based framework for the evolution of transitional institution for SMEs’ internationalization and the SMEs’ internationalization process in that framework. By providing an empirical case study of a privately owned SME from China, the main finding is that SMEs from emerging economies become more entrepreneurial and proactive in developing the international opportunity during the institutional transition.

Details

Global Entrepreneurship: Past, Present & Future
Type: Book
ISBN: 978-1-78635-483-9

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Article
Publication date: 1 August 2008

Nicholas Dew, Saras D. Sarasvathy, Stuart Read and Robert Wiltbank

The “innovator's dilemma” suggests that by listening to current customers leading firms often lose their markets to upstart newcomers as a result. The purpose of this…

Abstract

Purpose

The “innovator's dilemma” suggests that by listening to current customers leading firms often lose their markets to upstart newcomers as a result. The purpose of this paper is to understand how entrepreneurs successfully create such upstart firms and new markets, since this ought to have direct implications for theorizing about the innovator's dilemma.

Design/methodology/approach

The paper examines implications of recent studies in entrepreneurial expertise that show expert entrepreneurs use an effectual logic of non‐predictive control. It then connects these ideas to notions of firms and markets as artifacts of entrepreneurial action. Finally, it describes the implications of these concepts for the innovation strategies of large corporations, and specifically for firms periodically facing the innovator's dilemma.

Findings

The findings suggest that the practical answer to the innovator's dilemma is not to predict technology trajectories more accurately, or otherwise strive to build immortal firms in mortal markets. Instead, innovation managers should focus on building new markets. This will inevitably involve pluralizing decision‐making technologies by including some aspects of effectual decision making (used by expert entrepreneurs) into the decision‐making processes of large firms.

Originality/value

It is the basic contention of this paper that the innovator's dilemma is not the story it is usually portrayed as, i.e. technology commercialization. Instead, the core issue is investing in and building new markets. The paper brings a novel theoretical framework (from entrepreneurship) to bear on this problem.

Details

European Journal of Innovation Management, vol. 11 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

Content available
Article
Publication date: 8 August 2008

Harry Matlay

Abstract

Details

Journal of Small Business and Enterprise Development, vol. 15 no. 3
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 2 March 2012

Candice D. Matthews

The purpose of this paper is to share a personal perspective on the 2011 Academy of Management meeting held in San Antonio, Texas. It explores the author's experience of…

Abstract

Purpose

The purpose of this paper is to share a personal perspective on the 2011 Academy of Management meeting held in San Antonio, Texas. It explores the author's experience of the conference theme of “West meets East: Enlightening, Balancing and Transcending” as well as providing a doctoral student's overall reflections of a major conference.

Design/methodology/approach

The paper uses a constructivist perspective in order to reflect upon conference experiences. Observations and the gathering of conference materials helped inform the approach.

Findings

This paper argued that the Academy of Management Annual meeting is likely to have a lasting impact on the author. The author was inspired to continue to discover how to become an engaged scholar and practitioner, as well as broadening her understanding of East‐West management practices and cultures.

Originality/value

This paper has value as it presents a personal perspective of a first‐year doctoral student attending her first large, international conference.

Details

South Asian Journal of Global Business Research, vol. 1 no. 1
Type: Research Article
ISSN: 2045-4457

Keywords

Content available

Abstract

Details

Journal of Accounting & Organizational Change, vol. 5 no. 3
Type: Research Article
ISSN: 1832-5912

Content available

Abstract

Details

Qualitative Research in Accounting & Management, vol. 6 no. 3
Type: Research Article
ISSN: 1176-6093

Content available
Article
Publication date: 30 October 2009

Abstract

Details

Journal of Accounting & Organizational Change, vol. 5 no. 4
Type: Research Article
ISSN: 1832-5912

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Article
Publication date: 14 September 2012

The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Abstract

Purpose

The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

The briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Writers and artists sometimes refer to the “Eureka moment” when they had the great idea which would ultimately propel them to fame or greatness. J.K. Rowling said she had hers, the flash of inspiration when she conceived the idea of the Harry Potter novels, on a train journey.

Practical implications

The article provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

The article provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Strategic Direction, vol. 28 no. 10
Type: Research Article
ISSN: 0258-0543

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