مقاله امرالد: کارآفرینی استراتژیک یک چارچوب مفهومی در حال توسعه

عنوان انگلیسی مقاله:

Developing a conceptual framework of strategic entrepreneurship

ترجمه عنوان مقاله: کارآفرینی استراتژیک یک چارچوب مفهومی در حال توسعه

رشته: کارآفرینی

سال انتشار: ۲۰۱۱

تعداد صفحات مقاله انگلیسی: ۱۶ صفحه

منبع: Emerald

نوع فایل: pdf

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Purpose: This paper aims to examine the integration of entrepreneurship and strategy to develop a conceptual framework of strategic entrepreneurship. The framework is developed through an analysis of theory and refined through an examination of practice.

Design/methodology/approach: This framework is considered in the context of potentially entrepreneurial and strategic activity undertaken by 12 of the 17 state‐owned enterprises (SOEs) operating in New Zealand in 2006‐۲۰۰۷. Based on a review of documents, observation, and interviews with SOE executives, cases of 12 SOE activities were analysed to compare and contrast strategic entrepreneurship in practice.

Findings: The findings reveal distinct elements within the four activities classified as strategic entrepreneurship, activities, such as leveraging from core skills and resources from a strategic perspective, and innovation from an entrepreneurial perspective.

Originality/value: This study is one of the first to examine the nature of strategic entrepreneurship in practice and the associated financial returns.

Keywords: Entrepreneurs, New Zealand, Management strategy, Public sector organizations

Type: Research paper

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The importance and potential benefits of entrepreneurship are widely cited (Drucker, 1985; Gartner, 2001; Shane, 2003). Yet entrepreneurship’s dynamic and volatile nature continues to pose obstacles for organisations seeking these benefits without wanting to assume the associated risks. Wealth creation (Hitt et al., 2001), competitive advantage (Ireland et al., 2001), product leadership (Porter, 1980), and financial and economic gain (OECD, 1998) are some of the many benefits referred to in the context of entrepreneurship. Entrepreneurship has also been associated with seizing opportunity (Kirzner, 1979), swift action (Bhide, 1994), and rapid economic change (Barth, 1969).

However, not all firms are able to transform entrepreneurial activity into financial gain (Lumpkin and Dess, 1996). Accordingly, a more structured or strategic approach to entrepreneurship has been examined in a bid to achieve positive organisational outcomes such as wealth creation.

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