Relevant bibliographies by topics / Entrepreneurial Strategy

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Entrepreneurial Strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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Journal articles on the topic "Entrepreneurial Strategy"

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Danna, Denise, and Demetrius Porche. "Entrepreneurial Strategy." Journal for Nurse Practitioners 4, no. 8 (September 2008): 573–75. http://dx.doi.org/10.1016/j.nurpra.2008.07.012.

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Xiao, Yingzhao. "Entrepreneurial Network and Entrepreneurial Strategy Formation." Academy of Management Proceedings 2015, no. 1 (January 2015): 15832. http://dx.doi.org/10.5465/ambpp.2015.15832abstract.

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Hakala, Henri. "Entrepreneurial Strategy Orientation." Journal of Economics, Business and Management 3, no. 2 (2015): 212–15. http://dx.doi.org/10.7763/joebm.2015.v3.182.

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Omotosho, Sule Ishola, and Hod Anyigba. "Conceptualising corporate entrepreneurial strategy." Journal of Strategy and Management 12, no. 2 (May 9, 2019): 256–74. http://dx.doi.org/10.1108/jsma-05-2018-0046.

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Purpose The purpose of this paper is to conceptualize corporate entrepreneurial strategy using collaborative dynamics of contingency and agency theories, and to demonstrate how some constructs of these two theories are integrated to support long-term strategies of entrepreneurial firms in sustaining their competitive advantages and enhancing their performance. Design/methodology/approach Review of literature on strategic entrepreneurship, firm growth, contingency and agency theories were explored to support the conceptualized framework of the entrepreneurial strategy developed in this paper. The authors adopt a vignette approach to problematize theoretical gaps identified. The vignette was also used to embody the entrepreneurial strategy matrix developed. Findings This paper suggests that the effectiveness of corporate entrepreneurial strategies is influenced by the impacts of contingent environment and agency problem of goal conflicts. It provides some propositions for qualitative and empirical research that will extend the rigours of strategic entrepreneurship literature. Practical implications This paper highlights the implications of understanding and adopting diverse competitive and sustenance strategies. It provides avenues for entrepreneurial firms to take cognizance and use of the contingency and agency approaches to influence their long-term strategic directions to stay competitive. Institutional authorities will also benefit from having a conceptual reference and guide to further improve their entrepreneurship policies. Originality/value The authors took three novel steps to address the existing gap in the literature. First, the theories of entrepreneurship, contingency and agency were bound together and unified as a single framework to conceptualize entrepreneurial strategy. Second, the identified gaps were embodied in a vignette to problematize the theoretical issues and lastly, some testable propositions were put forward to explain different forms of entrepreneurial strategy. The authors also developed a corporate entrepreneurial strategy matrix based on the Covin and Miles (1999) forms of corporate entrepreneurship. It forms the basis for the propositions.
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Gans, Joshua S., Scott Stern, and Jane Wu. "Foundations of entrepreneurial strategy." Strategic Management Journal 40, no. 5 (February 21, 2019): 736–56. http://dx.doi.org/10.1002/smj.3010.

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Wegner, Douglas, Elisa Thomas, Eduardo Künzel Teixeira, and Alisson Eduardo Maehler. "University entrepreneurial push strategy and students’ entrepreneurial intention." International Journal of Entrepreneurial Behavior & Research 26, no. 2 (November 5, 2019): 307–25. http://dx.doi.org/10.1108/ijebr-10-2018-0648.

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Purpose The purpose of this paper is to question whether the university entrepreneurial push strategy influences the entrepreneurial intention (EI) of its students. Previous research followed multilevel approaches that jointly addressed the impact of individual characteristics, institutional environment, and educational support on EI. Despite these efforts, the extant literature did not consider differences between universities regarding the whole set of activities they perform to foster entrepreneurship among students and their results. Design/methodology/approach Through partial least squares structural equation modeling (PLS-SEM) procedures, this study compared data from 447 students of two Brazilian universities that differentiate themselves according to entrepreneurial push strategies (one adopts actions consistent with this type of strategy while the other does not). Whilst University 1 fosters entrepreneurship by investing in entrepreneurship courses, promoting entrepreneurship competitions, and offering incubation opportunities, University 2 primarily focuses on traditional managerial education without a specific focus on entrepreneurial activities. Findings Surprisingly, the results have shown the entrepreneurial push strategy of University 1 does not account for differences in the students’ EI when compared to University 2. Such finding contradicts previous studies on the effects of entrepreneurial education and sheds new lights on the role university’s support plays to foster entrepreneurship intention. Research limitations/implications Contributions to the literature on the field of entrepreneurship intention were made by showing that the efforts toward the promotion of entrepreneurship through entrepreneurship education, business plan competitions, and incubation might not have a direct influence on students’ EI. Practical implications As a practical implication, the study stimulates universities to evaluate the effectiveness of their efforts in promoting entrepreneurship through training, education and support for new ventures. The results also offer policy implications by suggesting that public policies should emphasize the development of institutions that foster a positive business environment, facilitate the creation of new ventures, the funding of start-ups and reinforce the benefits of becoming an entrepreneur. Originality/value The results are surprising because they contradict previous studies of the university’s role in fostering entrepreneurship intention. To the best of our knowledge, it is the first research comparing universities with two different approaches toward developing students’ EI: one university with a whole set of activities and another university without any specific activity with that purpose.
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Sun, Jialu, Meifang Yao, Weiyong Zhang, Yong Chen, and Yan Liu. "Entrepreneurial environment, market-oriented strategy, and entrepreneurial performance." Internet Research 26, no. 2 (April 4, 2016): 546–62. http://dx.doi.org/10.1108/intr-05-2015-0138.

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Purpose – The purpose of this paper is to explore the correlations among entrepreneurial environment, market-oriented strategies, and entrepreneurial performance. Design/methodology/approach – Entrepreneurial environment is measured by institutional environment and industrial environment. A survey of 176 large Chinese automobile firms is conducted. The structural equation model is applied to perform analysis. Findings – The uncertainty of the institutional environment is positively related with market-oriented strategies and market-oriented strategies are positively related with firms’ performance. The stronger the uncertainty of the industrial environment is, the larger impact that market-oriented strategies have on firms’ performance will be. There is no distinct positive relationship between the uncertainty of industrial environment and firms’ market-oriented strategies. The hypothesis, that the stronger the uncertainty of institutional environments is, the larger the impact that market-oriented strategies will be on firms’ performance, is not supported. Research limitations/implications – In terms of research design, this paper does not select survey samples randomly. This paper only takes institutional and industrial environments into consideration while the environmental characteristics are omitted. Originality/value – This paper expands entrepreneurship research by integrating previous studies. Findings in this paper are helpful for firms in emerging countries to implement “going abroad strategies,” to start up new businesses in other countries, and to achieve the goals of improving competitiveness and integrating with international firms.
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Primadhita, Yuridistya, Eka Avianti Ayuningtyas, and Anggraita Primatami. "Model Orientasi Kewirausahaan dan Strategi Bisnis Guna Meningkatkan Kinerja Wirausaha Perempuan di Bogor." Jurnal Pengembangan Wiraswasta 23, no. 1 (May 26, 2021): 1. http://dx.doi.org/10.33370/jpw.v23i1.493.

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Penelitian ini bertujuan untuk menguji pengaruh langsung orientasi kewirausahaan dan strategi bisnis serta pengaruh tidak langsung orientasi kewirausahaan yang dimediasi oleh strategi bisnis terhadap kinerja wirausaha perempuan di Bogor. Penelitian ini menggunakan data primer dari 50 wirausaha perempuan di Bogor. Analisis data dilakukan dengan menggunakan analisis jalur. Hasil penelitian menunjukkan bahwa orientasi kewirausahaan tidak berpengaruh secara langsung terhadap kinerja wirausaha perempuan. Hasil penelitian juga menunjukkan bahwa orientasi kewirausahaan yang dimediasi oleh strategi bisnis berpengaruh lebih besar terhadap peningkatan kinerja wirausaha perempuan. Orientasi kewirausahaan yang kuat diiringi dengan strategi efisiensi biaya, strategi diferensiasi produk, dan strategi segmen pasar spesifik akan memberikan kemungkinan yang lebih besar bagi wirausaha perempuan untuk meningkatkan kinerjanya dan menjadi lebih kompetitif.Kata kunci: kinerja; orientasi kewirausahaan; strategi bisnis; UMKM; wirausaha perempuan ABSTRACTThis study aims to examine the direct effect of entrepreneurial orientation and business strategy and also the indirect effect of entrepreneurial orientation, mediates by business strategy, on the performance of women entrepreneurs in Bogor. This study used the primary data of 50 women entrepreneurs in Bogor. The data was analyzed using path analysis. The results showed that entrepreneurial orientation has no directly effect on the performance of women entrepreneurs. The results also showed that entrepreneurial orientation that is mediated by business strategy has a greater effect on improving the performance of women entrepreneurs. Strong entrepreneurial orientation that accompanied by cost efficiency strategy, product differentiation strategy, and specific market segment strategy will provide more possibilities for women entrepreneurs to improve their performance and become more competitive.Keywords: business strategy; entrepreneurial orientation; performance; SMEs; women entrepreneurship
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Mintzberg, Henry, and James A. Waters. "Tracking Strategy in an Entrepreneurial Firm." Family Business Review 3, no. 3 (September 1990): 285–315. http://dx.doi.org/10.1111/j.1741-6248.1990.00285.x.

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This study tracks the strategies of a retail chain over sixty years of its history to show how that vague concept called strategy can be operationalized and to draw conclusions about strategy formation in the entrepreneurial firm that grows large and formalizes its structure. The conclusions focus on patterns of strategic change and on contrasting characteristics of entrepreneurship and planning.
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Keyhani, Mohammad. "An Entrepreneurial Approach to Strategy." Academy of Management Proceedings 2015, no. 1 (January 2015): 10399. http://dx.doi.org/10.5465/ambpp.2015.10399abstract.

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Dissertations / Theses on the topic "Entrepreneurial Strategy"

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Ching, Kenny Hwee Seong. "Essays on entrepreneurial strategy and performance." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90069.

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Thesis: Ph. D., Massachusetts Institute of Technology, Sloan School of Management, 2014.
Thesis title as it appears in MIT commencement exercises program, June 2014: Essays in entrepreneurial strategy Cataloged from PDF version of thesis.
Includes bibliographical references.
This dissertation examines the conditions under which entrepreneurial firms are most apt to succeed. Besides grappling with the multiple strategic choices that they face, these firms also have to address the institutional complexities in their environments. Together these three essays contribute to our understanding of how the challenges associated with addressing these multifaceted environmental conditions impact firm outcomes. The first study examines the process of entrepreneurial strategy making by analyzing the competitive history of the Internet video industry in China. Leveraging a new hand-collected dataset that records activity by all entrants into the Chinese Internet video industry from 2006-2011, this study documents how entrants who adapted to a disadvantageous shift in the environment outperform those firms that chose a strategy that did not require change; and how strategic commitments to user communities can serve as a complementary asset to enhance the resilience of a start-up against disadvantageous shifts in their environment. The second essay considers how the endogenous nature of appropriability impacts entrepreneurial strategy and performance. This study focuses on the entrepreneur's choice between investing their time and scarce resources in ensuring appropriability versus investing in the execution and operation of their fledgling businesses. We investigate these ideas empirically in the context of a unique sample of academic entrepreneurs: within a sample of ventures that could have been developed by either faculty or students (or both), we find that faculty-led ventures are much more closely associated with intellectual property, but are less agile in terms of their start-up and commercialization activities. The third essay examines the impact of local institutional arrangements on firm-level spillover effects from universities. This study provides early evidence suggesting that foreign invested firms collocated with universities in China are more innovative than their domestic counterparts. Furthermore, the performance discrepancy is most apparent among smaller firms. This finding raises some substantial policy implications about public investments in universities when the benefits of such investments are juxtaposed against localized institutional arrangements.
by Kenny Hwee Ching.
Ph. D.
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Bendzinovska, Daniella, Michelle Blomqvist, and Zlata Bulic. "Do entrepreneurial characteristics affect the choice of strategy?" Thesis, Kristianstad University College, Department of Business Administration, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4489.

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The purpose of this paper is first to define the entrepreneur and also to study certain strategies. Furthermore, we want to make a connection between the two.

Revising various literature and articles on entrepreneurs and strategy was the first step of this dissertation. The next step was to create a matrix ourselves which was based on the literature and articles read. The idea with the matrix was to show that there might be a connection between the entrepreneur’s characteristics and the strategy that they implement. To test if our conclusions were accurate, we created three hypotheses that we tested with the help of our results obtained from the questionnaire from our study.

In the course of the work we found that in some cases there are links between certain characteristics and certain strategies that we focused on in this dissertation.

Trying to define the entrepreneur is not an easy task, different authors say different things. However, some adjectives were used more commonly in the sources we reviewed. This lead us too six characteristics and three strategies that we would be using when studying the entrepreneur. We also chose to limit the choice of our study to service organizations founded in the year 2000, which were still active and located in the area of Kristianstad.

In practice it can be of value for small scale entrepreneurs to be aware of the fact that they themselves very well could be influencing their chosen strategies. If an entrepreneur is aware of this fact he or she might have a more open view to other suggestions and approaches. In the long run this insight could be valuable for their success and the growth of their company.

The value of the paper is that it brings up an approach: the linkage of characteristics and strategy that we did not ourselves find in the existing literature.

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Jagiello, Jolanta. "An entrepreneurial strategy for curating in public spaces." Thesis, Middlesex University, 2014. http://eprints.mdx.ac.uk/13764/.

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Read, John Stuart. "An investigation of entrepreneurial expertise : theory, strategy and performance /." Thesis, Connect to this title online; UW restricted, 2005. http://hdl.handle.net/1773/8737.

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Guseynova, Gezel, and Christopher Lewe. "Study of the relationship between strategy consultants and entrepreneurial ventures : Challenges of advising an entrepreneurial venture. A study from the strategy consultant's perspective." Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-105609.

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Nedderman, Anthony. "Consultancy in high technology: the development of post-entrepreneurial strategy." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1989. http://hub.hku.hk/bib/B31264451.

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Burke, James Brian. "Evolution of the entrepreneurial firm : product strategy and organizational design /." Thesis, Cambridge, Mass, 1996. http://www.gbv.de/dms/zbw/527372560.pdf.

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JAMA, ABDI, and RUI JIN. "Strategy Formation in Entrepreneurial SMEs and Influential Actors in This Process." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-19443.

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Although the strategy formation process in large companies has been extensively and deeply researched, the strategy making in SME (small and medium sized companies) is largely under-investigated by researchers. In our thesis, we find even for entrepreneurial SME owners, the process doesn’t exhibit the characteristics of comprehensive and exhaustive environmental scanning and strategic analysis. Instead, the strategy formation in entrepreneurial SMEs is a combination of systematic planning and improvisation, a combination of proactivity and reactivity. And the limited planning and proactivity is more reflected on the SME owner’s cognitive level, they are strategically aware, sensitive and flexible to any change that will affect their company and immediately know the relevant implications. Our finding is in line with Mintzberg’s insightful notion that “strategy as a pattern” and “strategic thinking”. The SME owner’s opportunistic, intuitive and emergent approach to strategy making often involves more than themselves. Families, friends, company board of directors, accountants, consultants are also influential actors participating and contributing to this process in different ways.
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Adsit, Daniel Mark. "Academic entrepreneurial ecosystem strategy in the New York state capital region." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90704.

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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, Engineering Systems Division, System Design and Management Program, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 117-122).
The upstate New York regions are historically significant, but experienced economic decline throughout the later twentieth century. The New York State capital region, located approximately 150 miles north of New York City and west of Boston, has developed government, academic, and industrial institutions that influence economic performance and relationships. Academic theories about cluster and agglomeration development indicate that complex productivity and network dependencies significantly impact economic sustainability and resilience, while entrepreneurial activity is a critical development factor in cluster dependencies. Applied concepts from the MIT Regional Entrepreneurial Acceleration Laboratory (REAL) highlight innovative and entrepreneurial capacities linkages in the capital region, and opportunities for stakeholders to facilitate entrepreneurship. Annually, over twenty capital region academic institutions dispatch thousands of graduates into the regional, national, and global economies with skills and experiences. However, professional social network data indicates that significant fractions of regional graduates that demonstrate innovative and entrepreneurial capacities have departed in the past twenty-three years. Therefore, challenges exist to provide regional economic opportunities to these graduates. Academic entrepreneurial ecosystems present economic opportunities for regional graduates, entrepreneurial ventures, and future jobs. A system engineering analysis reveals networked accelerator potential to enhance existing academic programs, improve venture success, and reduce student entrepreneurial risk.
by Daniel Mark Adsit.
S.M. in Engineering and Management
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Stone, Sean Read Martin, and Sean Read Martin Stone. "The Influence of Peace Corps Service on the Entrepreneurial Leadership Proclivities of Returned Peace Corps Volunteers." Thesis, The University of Arizona, 2017. http://hdl.handle.net/10150/625364.

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Peace Corps Volunteers spend 27 months working in developing countries around the world. They orchestrate and implement a myriad of projects in various fields, often entirely on their own. This paper aims to provide insights into how Peace Corps service affects volunteers' entrepreneurial leadership proclivities. To accomplish this a pre / post-test was administered to 74 Returned Peace Corps Volunteers participating in the Paul D. Coverdell Fellowship program at the University of Arizona. Respondents were surveyed to determine their proclivity toward using entrepreneurial strategies and their proclivity to be innovative. Service in the Peace Corps increased the Returned Peace Corps Volunteers' ability to hone their entrepreneurial strategies and innovate. The results showed an increase in the Returned Peace Corps Volunteers' entrepreneurial leadership proclivities after they had completed their service.
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Books on the topic "Entrepreneurial Strategy"

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Shepherd, Dean A., and Holger Patzelt. Entrepreneurial Strategy. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78935-0.

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Seminar Nasional Entrepreneurship Economic Development Strategy (2004 Bandung, Indonesia). Entrepreneurial economic development strategy. Bandung: Pusat Inkubator Bisnis, Institut Teknologi Bandung, 2004.

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1944-, Welsch Harold P., ed. Entrepreneurial strategy: Text and cases. Fort Worth: Dryden Press, 1994.

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Karami, Azhdar. Strategy formulation in entrepreneurial firms. Aldershot, Hants, England: Ashgate Pub. Company, 2007.

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Pearson, G. J. The strategic discount: Ways to an entrepreneurial strategy. Chichester: Wiley, 1985.

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The strategic discount: Ways to an entrepreneurial strategy. Chichester [Sussex]: Wiley, 1985.

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Success through partnership: An entrepreneurial strategy. New York: Doubleday, 1988.

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Success through partnership: An entrepreneurial strategy. 2nd ed. New York: Doubleday, 1996.

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1972-, Fattore Michael, and Paleari Stefano 1965-, eds. Entrepreneurial strategy: Emerging business in declining industries. North Hampton, MA: Edward Elgar, 2006.

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Morris, Micheal. Entrepreneurial pricing: The Cinderella of marketing strategy. Henley-on-Thames: Henley Management College, 1995.

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Book chapters on the topic "Entrepreneurial Strategy"

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Mosey, Simon, and Paul Kirkham. "Entrepreneurial strategy." In Building an Entrepreneurial Organisation, 21–35. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315716084-2.

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Shepherd, Dean A., and Holger Patzelt. "Attending to the External Environment to Identify Potential Opportunities." In Entrepreneurial Strategy, 1–25. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78935-0_1.

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AbstractBuilding on a recent study (Shepherd et al. in Strategic Management Journal 38:626–644, 2017), this chapter highlights the importance of noticingopportunities as an initial step toward new venture creation. Unsurprisingly, there has been considerable interest in the processes of allocating attention to notice potential opportunities arising from changes in the external environment. We know a great deal about the role of top-down (i.e., based on knowledge and experience) processes of allocating attention to the environment in forming opportunity beliefs worthy of entrepreneurial action. However, in this chapter, we illustrate how bottom-up processes, whereby environmental changes capture entrepreneurs’ attention, shape opportunity identification. Building on the notion of guided attention, we detail an attention model of forming opportunity beliefs for entrepreneurial action that includes both top-down and bottom-up processes for allocating attention. This chapter explains how entrepreneurs can allocate their transient attention to identify potential opportunities from environmental changes. This chapter also describes how allocating sustained entrepreneurial attention influences belief formation about radicaland incremental opportunities requiring entrepreneurial action.
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Shepherd, Dean A., and Holger Patzelt. "Co-constructing an Opportunity with a Community of Inquiry." In Entrepreneurial Strategy, 27–50. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78935-0_2.

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AbstractEntrepreneurs can learn about potential opportunitiesthrough social interactions with communities of inquiry. However, how do entrepreneurs build such communities, and how do they engage community members over time to develop their potential opportunities? Building on a recent study of eight new ventures and their communities of inquiry over nine months (Shepherd et al. in Journal of Business Venturing, 106033), this chapter presents a social model of opportunity development. The chapter explains how entrepreneurial teams that progress well toward market launch consist of varied specialists who openly engage their communities of inquiry. This open engagement leads such teams to gather diverse information, generate multiple alternatives (technology and market), and test conjectures about their potential opportunities through disconfirmation. In contrast, unsuccessful entrepreneurial teams rely on focused engagement with their communities of inquiry. This focused engagement leads these teams to gather specific information, generate a few related alternatives, and seek to confirm their opportunity conjectures. This chapter highlights new insights into entrepreneurial teams’ engagement with communities of inquiry to explain opportunity development and, ultimately, new venture progress.
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Shepherd, Dean A., and Holger Patzelt. "A Lean Framework for Starting a New Venture." In Entrepreneurial Strategy, 51–71. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78935-0_3.

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AbstractThe lean startup framework is one of the most popular contributions in the practitioner-oriented entrepreneurship literature. This chapter builds on a recent paper (Shepherd & Gruber in Entrepreneurship Theory and Practice. 10.1177/1042258719899415, 2020) to highlight new insights into how new ventures are started based on the lean startup framework. Specifically, we describe the origin of the lean startup framework and its five main building blocks—(1) identifying and evaluating market opportunities in startups, (2) designing business models, (3) engaging in validated learning (including customer development), (4) building minimum viable products, and (5) learning whether to persevere with or pivot from the current course of action. We organize these building blocks into a framework suggesting how considering the contextual characteristics of and the interdependencies between the building blocks can enrich our understanding of using the lean startup framework to start a new venture.
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Shepherd, Dean A., and Holger Patzelt. "Managing New Ventures." In Entrepreneurial Strategy, 73–99. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78935-0_4.

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AbstractThe creation of new ventures and growing them into well-established organizations is the key purpose of managing new ventures. This chapter explains the 10 most essential subtopics for managing new ventures (Shepherd et al. in Journal of Management 47:11–42, 2021): (1) lead founder, (2) founding team, (3) social relationships, (4) cognitions, (5) emergent organizing, (6) new venture strategy, (7) organizational emergence, (8) new venture legitimacy, (9) founder exit, and (10) entrepreneurial environment. This chapter ties these “managing” subtopics into the three major stages of the entrepreneurial process—co-creating, organizing, and performing. The framework provides a cohesive story of managing new ventures.
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Shepherd, Dean A., and Holger Patzelt. "Scaling New Ventures." In Entrepreneurial Strategy, 101–17. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78935-0_5.

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AbstractAlthough scaling is a “hot topic” in the practitioner literature, it has mostly been ignored (at least explicitly) in the academic literature. Building on a recent editorial, this chapter highlights the importance of scaling for new venture growth. Scaling refers to spreading excellence within a venture as it grows (organically or through acquisition) from a new (and often small) organization to an established, large organization (Shepherd & Patzelt in Entrepreneurship Theory and Practice, 10.1177/1042258720950599, 2020). In this chapter, we explore the drivers and consequences of scaling and explain how knowledge management facilitates scaling, how founder replacement impacts scaling, and how current scaling influences subsequent scaling.
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Chaston, Ian. "Entrepreneurial Marketing Strategy." In Entrepreneurial Marketing, 70–90. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-50092-2_4.

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Xu, Xiaozhou. "Planing Entrepreneurial Strategy." In Springer Texts in Education, 165–201. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-1839-3_7.

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Tajvidi, Mina, and Azhdar Karami. "Entrepreneurial Firm Performance." In Product Development Strategy, 147–77. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137501394_6.

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Sanders, Mark, Mikael Stenkula, Luca Grilli, Andrea M. Herrmann, Gresa Latifi, Balázs Páger, László Szerb, and Elisa Terragno Bogliaccini. "A Reform Strategy for Italy." In The Entrepreneurial Society, 127–62. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-61007-7_6.

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Conference papers on the topic "Entrepreneurial Strategy"

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Leković, Bojan, and Miodrag Petrović. "Open Innovation Strategy and Its Influence on Entrepreneurial International Orientation." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_60.

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Fu, Xingmei. "A general Plan of Strategy Management for Entrepreneurial Enterprises." In 3rd International Conference on Science and Social Research (ICSSR 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icssr-14.2014.172.

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Sheng, Deli, and Li Zhou. "Strategy Studies on Improving College Students Entrepreneurial Financing Capability." In 2015 International Conference on Cultivating Undergraduate Entrepreneurship and Management Engineering. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/cueme-15.2015.14.

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Wang, Xinquan, Hao Zhang, and Li Liu. "Ownership Characteristics, Diversification Strategy and Firm Performance of Entrepreneurial Enterprises." In 2015 Seventh International Conference on Measuring Technology and Mechatronics Automation (ICMTMA). IEEE, 2015. http://dx.doi.org/10.1109/icmtma.2015.189.

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Savetpanuvong, Phannaphatr, and Pakorn Pankasem. "Entrepreneurial University model: A theoretical perspectives on strategy, entrepreneurship, and innovation." In 2014 IEEE International Conference on Management of Innovation and Technology (ICMIT). IEEE, 2014. http://dx.doi.org/10.1109/icmit.2014.6942432.

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"Research on Innovation and Entrepreneurial Environment Evaluation and Its Optimization Strategy." In 2017 International Conference on Social Sciences, Arts and Humanities. Francis Academic Press, 2017. http://dx.doi.org/10.25236/ssah.2017.29.

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Zheng, Yao, Cheng Yue-kai, and Jin Lie. "The impact of financing motivation on development strategy orientation of entrepreneurial firms." In 2011 International Conference on Management Science and Engineering (ICMSE). IEEE, 2011. http://dx.doi.org/10.1109/icmse.2011.6069993.

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Jun, Liu. "Research on control strategy of development cost of innovative and entrepreneurial human resource." In 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2013. http://dx.doi.org/10.1109/iciii.2013.6703604.

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Song, Lin. "Concept Testing of Entrepreneurial Strategy: Based on the Framework of Miles & Snow." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.318.

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Qin, Xiaodong, Danhe Zhang, Yunchang Zhao, and Jing Li. "Development Status and Strategy Study of Innovative a Entrepreneurial Student Associations in Universities." In 2015 International Conference on Management Science and Innovative Education. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msie-15.2015.72.

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Reports on the topic "Entrepreneurial Strategy"

1

Gans, Joshua, Michael Kearney, Erin Scott, and Scott Stern. Choosing Technology: An Entrepreneurial Strategy Approach. Cambridge, MA: National Bureau of Economic Research, July 2020. http://dx.doi.org/10.3386/w27489.

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Ching, Kenny, Joshua Gans, and Scott Stern. Control Versus Execution: Endogenous Appropriability and Entrepreneurial Strategy. Cambridge, MA: National Bureau of Economic Research, March 2018. http://dx.doi.org/10.3386/w24448.

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Arora, Ashish, and Anand Nandkumar. Cash-out or flame-out! Opportunity cost and entrepreneurial strategy: Theory, and evidence from the information security industry. Cambridge, MA: National Bureau of Economic Research, November 2009. http://dx.doi.org/10.3386/w15532.

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Fontes, Margarida, Cristina Sousa, and Silvana Pimenta. The commercialisation of emerging energy technologies: the strategic alliances of high-technology entrepreneurial firms. DINÂMIA'CET-IUL, 2012. http://dx.doi.org/10.7749/dinamiacet-iul.wp.2012.05.

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You might also be interested in the extended bibliographies on the topic 'Entrepreneurial Strategy' for particular source types:
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