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Journal articles on the topic 'Entrepreneurship|Management'

Author: Grafiati

Published: 9 July 2021

Last updated: 1 February 2022

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1

Honningdal Grytten, Ola, and Kjell Bjørn Minde. "Generational links between entrepreneurship, management and puritanism." Problems and Perspectives in Management 17, no. 1 (March 19, 2019): 244–56. http://dx.doi.org/10.21511/ppm.17(1).2019.21.

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This paper deals with relationships between puritanism, management and entrepreneurship. As this is an on-going debate among economic historians, it focuses on the period from the early 1800s until present times, where Norwegian high profile puritan entrepreneurship serves as the case. The theoretical framework is that entrepreneurship is seen as an important liaison factor representing multifactor productivity in a Solow growth model. The paper provides new insight within different areas on the basis of utilization of available sources. Firstly, it gives new estimates of the entrepreneurship of the puritan leader, Hans Nielsen Hauge (1771–1824). Secondly, it organizes his followers in three generations. The first is those who directly took up his heritage, i.e. Haugeans. Their heydays lasted until the middle of the 19th century. The second generation is characterized as Haugean descendants. These were highly influenced by the movement’s values. They dominated the scene from the late 1800s to the late 1900s. The third generation is called Neo-Haugeans, largely a fruit of the revival of Haugean values during the last decades. Thirdly, the paper maps attributes and motivation of this puritan entrepreneurship during generations. The authors conclude that it was guided by high degree of innovation, family ownership, wide portfolios, and continuity, when stewardship seems to be an important motivational factor.

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2

Rascão, José Poças. "Strategic Management and Entrepreneurship." International Journal of Strategic Decision Sciences 11, no. 1 (January 2020): 35–55. http://dx.doi.org/10.4018/ijsds.2020010103.

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The aim of this article is to contribute to a better understanding of the relationship between the academic fields of entrepreneurship and strategic management, based on the bibliographical references existing in these two fields. The structure of the article synthesizes the academic works existing in the two fields, seeking to generate new knowledge. The result can be used to increase the integration of these two areas of knowledge. First, it identifies apparent relationships and then focuses more in detail on some of the most important intersections, including strategic management in small and medium-sized enterprises (SMEs) and start-ups, recognizing the central role of the entrepreneur. The content and the process of strategic management are discussed, as well as its important link to the business plan. To conclude, clues are indicated for future investigations.

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Musostova, D. Sh, and T. V. Yakubov. "MANAGEMENT IN INNOVATIVE ENTREPRENEURSHIP." Вестник Алтайской академии экономики и права 2, no. 12 2019 (2019): 148–52. http://dx.doi.org/10.17513/vaael.889.

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Litvaj, Ivan, and Olga Poniščiaková. "Entrepreneurship and quality management." Entrepreneurship and Sustainability Issues 1, no. 4 (June 30, 2014): 204–9. http://dx.doi.org/10.9770/jesi.2014.1.4(2).

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Phelan, Steven E. "Entrepreneurship as expectations management." New England Journal of Entrepreneurship 8, no. 2 (March 1, 2005): 49–58. http://dx.doi.org/10.1108/neje-08-01-2005-b005.

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Entrepreneurial profits flow from differences in expectations between buyers and sellers regarding the future value of resources. This article investigates whether differences in expectations can be influenced by an entrepreneur to produce greater profits. It is argued that there are several points in the entrepreneurial process where such interventions can occur and that the use of these techniques should be associated with superior wealth creation. The article also explores the ethical implications of influencing stakeholders in this way.

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Bandera, Cesar, Michael R. Bartolacci, and Katia Passerini. "Knowledge Management and Entrepreneurship." International Journal of Knowledge Management 12, no. 3 (July 2016): 1–14. http://dx.doi.org/10.4018/ijkm.2016070101.

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Most literature on knowledge management (KM) focuses on large firms – the domain in which KM was originally developed – and most KM literature on entrepreneurship focuses on entrepreneurial activities in post-revenue firms. The domain of the startup, however, is traditionally very different from these, characterized by a lack of tangible assets and validated value proposition. The authors review the literature on KM and entrepreneurship with a particular focus on young micro-enterprises that have yet to cross the “valley of death” stage of maturation. Using the Dynamic Knowledge Creation Process as a guide, they elaborate on the challenges facing the implementation of KM in startups, and on the subsequent opportunities for startup growth. Finally, the authors reflect upon research questions that may engage future researchers in proposing strategies that better integrate KM as a discipline into the fabric of entrepreneurship and the startup domain.

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Audretsch, David B., Maksim Belitski, Rosa Caiazza, and Erik E. Lehmann. "Knowledge management and entrepreneurship." International Entrepreneurship and Management Journal 16, no. 2 (March 3, 2020): 373–85. http://dx.doi.org/10.1007/s11365-020-00648-z.

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Audretsch, David B., Gary J. Castrogiovanni, Domingo Ribeiro, and Salvador Roig. "Linking Entrepreneurship and Management: Welcome to the International Entrepreneurship and Management Journal." International Entrepreneurship and Management Journal 1, no. 1 (March 2005): 5–7. http://dx.doi.org/10.1007/s11365-005-6672-4.

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9

Dogan, Nilhun. "The Intersection of Entrepreneurship and Strategic Management: Strategic Entrepreneurship." Procedia - Social and Behavioral Sciences 195 (July 2015): 1288–94. http://dx.doi.org/10.1016/j.sbspro.2015.06.290.

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10

Shepherd, Dean A., and Holger Patzelt. "Operational Entrepreneurship: How Operations Management Research Can Advance Entrepreneurship." Production and Operations Management 22, no. 6 (October 6, 2011): 1416–22. http://dx.doi.org/10.1111/j.1937-5956.2011.01264.x.

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11

C.Jyoshna, C. Jyoshna, and Dr R. Shantha Kumari Dr.R.Shantha Kumari. "A Study on Entrepreneurship Development Among Management Students." International Journal of Scientific Research 2, no. 10 (June 1, 2012): 1–5. http://dx.doi.org/10.15373/22778179/oct2013/72.

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12

Ferreira, Manuel Portugal, Nuno Rosa Reis, and Claudia Sofia Frias Pinto. "Schumpeter’s (1934) Influence on Entrepreneurship (and Management) Research." Revista de Empreendedorismo e Gestão de Pequenas Empresas 6, no. 1 (April 1, 2017): 04–39. http://dx.doi.org/10.14211/regepe.v6i1.483.

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13

Goulap, Dr Jagadish Brahma. "Understanding the Relationship Between Entrepreneurship and Project Management." International Journal of Innovative Research in Engineering & Management 5, no. 6 (November 2018): 222–35. http://dx.doi.org/10.21276/ijirem.2018.5.6.8.

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Goulap, Dr Jagadish Brahma. "Understanding the Relationship Between Entrepreneurship and Project Management." International Journal of Innovative Research in Engineering & Management 5, no. 6 (November 2018): 222–35. http://dx.doi.org/10.21276/ijirem.2019.5.6.8.

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15

Dey, Ajoy K. "Change Management Drivers: Entrepreneurship and Knowledge Management." South Asian Journal of Business and Management Cases 6, no. 1 (May 25, 2017): vii—ix. http://dx.doi.org/10.1177/2277977917701593.

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16

Susan Febriantina, RR Ponco Dewi Karyaningsih, and Munawaroh. "The Entrepreneurship-based School Management." Jurnal Pemberdayaan Masyarakat Madani (JPMM) 4, no. 1 (June 22, 2020): 385–98. http://dx.doi.org/10.21009/jpmm.004.1.07.

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Community service activities were held on Saturday, July 27, 2019, at the Al Musthofaiyah Islamic Education Foundation, Beji Village, Depok City. This activity aims to provide assistance and training related to the concept of entrepreneurship-based school management and improve teacher competencies as entrepreneurs in the field of education at the Al Musthofaiyah educational foundation in Depok. The method of activities used in this activity is the integrated approach method, which integrates various learning techniques such as lectures, briefings, questions and answers, case studies, discussions, games, sharing experiences. The result achieved is that the trainees can understand and apply entrepreneurial-based school management systems

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17

SIUTA-STOLARSKA, Beata, and Matylda SIUTA-BRODZIŃSKA. "ROLE OF ENTREPRENEURSHIP IN MANAGEMENT." Scientific Journal of the Military University of Land Forces 162, no. 4 (October 1, 2011): 398–407. http://dx.doi.org/10.5604/01.3001.0002.3307.

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The article characterises the multidimensional and dynamic phenomenon referred to as the role of entrepreneurship and entrepreneurial management. It was shown that the development of entrepreneurship and innovation are conditioned by knowledge, especially the Tacit knowledge transfer capability, which is synonymous with the possibility of transferring people equipped with know-how, skills and experience, which in turn is closely dependent not only on the process of knowledge and innovation management, but also on the organizational culture. It was shown that entrepreneurship (understood as the ability to create something new and worthwhile) is determined by seeking creative solutions and implementing them in practice. Assuming that the essence of entrepreneurial behaviour is creating, recognizing, interpreting and using opportuni-ties, at the same time constituting an entrepreneur’s act of creation, it was shown that creativity, creative problem-solving and the desire for innovation with the ability to take risks (and responsibility for them) determine entrepreneurship in a significant way. The article also suggests paying more attention to the job satisfaction of employees in the context of their creativity and, consequently, entrepreneurship.

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18

Bharucha, Jehangir. "Entrepreneurship education management in India." International Journal of Business Excellence 17, no. 4 (2019): 456. http://dx.doi.org/10.1504/ijbex.2019.099125.

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19

Ahmed, Allam, and Ronald W. McQuaid. "Entrepreneurship, management, and sustainable development." World Review of Entrepreneurship, Management and Sustainable Development 1, no. 1 (2005): 6. http://dx.doi.org/10.1504/wremsd.2005.007750.

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20

shawky, maha, nermen elgedawy, and Prof Dr Mohamed Ezzat saad. "“Innovation Management Concept Support Entrepreneurship." Journal of Design Sciences and Applied Arts 1, no. 2 (June 1, 2020): 98–107. http://dx.doi.org/10.21608/jdsaa.2020.28527.1014.

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21

V, Dr Dhamodharan. "Augmenting Entrepreneurship among Management Graduates." Bonfring International Journal of Industrial Engineering and Management Science 1, no. 1 (December 30, 2011): 17–19. http://dx.doi.org/10.9756/bijiems.1005.

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22

Fonrouge, Cécile, Christophe Bredillet, and Charles Fouché. "Entrepreneurship and project management relationships." International Journal of Managing Projects in Business 12, no. 1 (March 4, 2019): 6–24. http://dx.doi.org/10.1108/ijmpb-01-2018-0013.

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Purpose Both project investments and entrepreneurial ventures are considered powerful catalysts of economic prosperity and social progress. But these ventures and investments come with their inherent challenges and risks. Observing this situation, academics have paid close attention to the fields of entrepreneurship and project management (E&PM). Thus, for over 30 years, the two fields have witnessed remarkable developments among management and organization studies. The historical perspective reveals that these two multidisciplinary fields were built in parallel, on very distinct mindsets and cultures. The purpose of this paper is to offer a wider dialogic conversation between two distinct perspectives and related propositions: E&PM should stay separated; and E&PM should converge. Design/methodology/approach In order to guide the investigation of these propositions, the authors call for Luhmann and a systemic-discursive perspective of both fields discourses. Ultimately, the purpose is to contribute to the debate surrounding the following questions: are E&PM fields so far from each other, and thus, irreconcilable? And, if so, is it so good? Findings Finally, the authors will suggest that E&PM may stay far from each other as they do not share similar discourses and codes. This may be a good state of affairs, however, as distance generates a fruitful creative tension between them. Originality/value While many researchers focus on linking E&PM, arguing that they largely agree as to their underlying goal, the paper aims to offer a wider dialogical conversation between the two distinct perspectives and their related propositions: E&PM should stay separate; and E&PM should converge. In order to do so, this paper calls for a Luhmannian and a systemic-discursive perspective.

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Bharucha, Jehangir. "Entrepreneurship education management in India." International Journal of Business Excellence 17, no. 4 (2019): 456. http://dx.doi.org/10.1504/ijbex.2019.10020545.

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24

Voronin, B. A., I. P. Chupina, Ya V. Voronina, N. A. Potekhin, and V. N. Potekhin. "Performance management of agricultural entrepreneurship." E3S Web of Conferences 282 (2021): 01006. http://dx.doi.org/10.1051/e3sconf/202128201006.

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In the field of economics, the concept of “efficiency is traditionally interpreted as the ratio of the volume of products produced and the costs incurred for obtaining these products. This definition of efficiency is similar to the concept of profitability of production, although in practice in agriculture the concept of “efficiency” is a more complex category, since it requires the integration of many factors in order to obtain positive results in production. Agrarian entrepreneurs must effectively and efficiently use land resources as the main means of production. In the same row there are biological resources - agricultural plants, farm animals, poultry and other biological objects. In modern conditions, agricultural entrepreneurship cannot be carried out without new technology, equipment and other means of mechanization and intellectualization of agricultural activities. To obtain the results of effective management, scientific and technological support of entrepreneurship in the agricultural sector will be required. As can be seen from the above factors, the concept of “efficiency” in the agrarian economy includes in its definition a set of relations, the implementation of which is necessary for the functioning of production in market conditions.

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25

Babiy, Petro. "INTELLECTUAL TECHNOLOGIES OF ENTREPRENEURSHIP MANAGEMENT." Regional’ni aspekti rozvitku produktivnih sil Ukraїni, no. 25 (2020): 72–79. http://dx.doi.org/10.35774/rarrpsu2020.25.072.

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Introduction. The article examines the intelligent technologies of business management. It is established that an important factor of successful entrepreneurship is to increase the efficiency of management by optimizing management methods. Goal. The goal of the article is research and development of intelligent technologies of business management Results. Leadership has been found to be achieved through unique intangible factors. The system of support of administrative decisions based on flexible response to inquiries of consumer capital is analyzed. The main direction of formation of a new (intellectual) economy is the formation of human capital, its intellectualization, the presence of a component of knowledge and creativity in its activities. The transition to a new level of management is carried out through the integrated development of the management information system, so one of the main conditions for modeling the management system is the process of business intellectualization. Management involves the presence of an entity that controls (the control part of the control system) and an object that is controlled (the controlled part of the control system). The peculiarity of this system, which is to provide the necessary information for management decisions, is revealed. Process, system and situational approaches to management, which provide a set of continuous series of situational management functions performed in the business entity, are highlighted. Entrepreneurs who invest in the development of IT-technologies are largely interested not in the mathematical correctness or reliability of the results, but in the practical significance of the conclusions. A process control scheme has been formed, where a step-by-step solution of a number of problems is required. It is stated that the system is an ordered set of related, interacting elements or parts, united into a single whole and functioning to achieve a strategic goal. The main task of the control system is to ensure optimal (rational) functioning of the control object (transfer it to the target state). Optimality is ensured by the correct choice of the goal, ways to achieve it and the technology of movement to the goal (sequence of tasks) with the existing limitations on resources.

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Carvalho, Luísa Cagica, and Maria José Madeira. "Innovation Management and Entrepreneurship—Introduction." Administrative Sciences 11, no. 3 (July 20, 2021): 73. http://dx.doi.org/10.3390/admsci11030073.

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27

Yatsenko, Oleksandr. "STRATEGIC MANAGEMENT IN UKRAINIAN ENTREPRENEURSHIP." Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, no. 58 (October 2, 2020): 15–21. http://dx.doi.org/10.24025/2306-4420.0.58.2020.212758.

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28

Tamberg, Taavi, Arvi Kuura, and Reet Soosaar. "Project management and entrepreneurship competences." Central European Economic Journal 8, no. 55 (January 1, 2021): 25–43. http://dx.doi.org/10.2478/ceej-2021-0003.

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Abstract Competence frameworks are increasingly used in several practice fields and have been an object of research. A typical development trend has been encapsulation into a particular field, not considering the developments in related fields. Similarly, in research, learning from neighbouring disciplines has been rare. Yet, during the past decade, there have been several attempts at linking essentially related disciplines in practice, such as entrepreneurship and project management. This is a reaction to the trends in the labour market – a growing demand for people with diverse competences. In this context, converging different fields via competences deserves more attention. This paper compares the competences required for project managers and entrepreneurs; in addition, it explores the possibilities for mutual enrichment, contributing to further linking of project management and entrepreneurship conceptually. The cross-examination of competences for entrepreneurs (The Entrepreneurship Competence Framework or EntreComp) and for project managers (International Project Management Association's Individual Competence Baseline [IPMA-ICB]) reveals some quite significant, but also weak, correlations. The linguistic approach used has natural limitations, as different terms have been used to convey the same concepts. Thus, a relational linguistic analysis and conceptual analysis have also been applied. The main implication is the recommendation to integrate core project management competences into competence models for entrepreneurs. A natural progression of this work is to build a common competence model for entrepreneurs and project managers.

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29

Gilbert,, Daniel R. "Ethics, Management, and the Existentialist Entrepreneur." Ruffin Series of the Society for Business Ethics 3 (2002): 113–24. http://dx.doi.org/10.5840/ruffinx2002311.

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Entrepreneurship and management are commonly treated as members of the same family of concepts. In the wake of a recent reinterpretation of entrepreneurship as an existential phenomenon, there is no longer reason to take for granted the kinship between entrepreneurship and management. Indeed, it is possible to interpret entrepreneurship and management as antitheses on one compelling ethical criterion: voluntary exercise of the word “no” about one’s own projects. The implications of this ethical split between entrepreneurship and management reach from management education to entrepreneurship research to the distinctiveness of the field of business ethics.

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Varghese, Dr Titto, and Gurumoorthy Dr. T R. "A Management perspective of CSR Reporting via Academic Entrepreneurship." International Journal of Psychosocial Rehabilitation 24, no. 04 (February 28, 2020): 2615–27. http://dx.doi.org/10.37200/ijpr/v24i4/pr201368.

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Iguisi, Osarumwense Iguisi, and Amaka Orakwu. "Conceptualizing entrepreneurship in human resource management." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 3 (April 30, 2020): 85–93. http://dx.doi.org/10.20525/ijrbs.v9i3.692.

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This paper examines various models of entrepreneurship in the recruiting, managing, and organizing of Human Resources of an enterprise or organization. It adds to the growing body of literature in entrepreneurship by reviewing literature that examines the relationship between entrepreneurship and the Human resource management practice. It examines the theoretical framework that underpins the relationship between HRM and entrepreneurship. The study introduces strategic HRM as an entrepreneurial strategy whereby employees are applied as instruments needed to fully accomplish organizational objectives. It concludes that in starting a new firm or maintaining an already established organization where resources are limited, entrepreneurship and the role of an entrepreneur becomes a crucial management function in the selection and personal development of the human resource competencies. Organizations are therefore encouraged to imbibe the role of entrepreneurship in the managing of Human Resources in order to drive innovativeness, lead change, and make continuous improvements.

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Rangnath, Kale Ashok, and Sanjay D. Khairnar. ""Entrepreneurship and Management Skills" An Overview." KRSCMS Journal of Management 6, no. 6 (January 1, 2016): 1. http://dx.doi.org/10.21319/krscms/2016/99653.

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Kotelevskaya, Yu V., and D. V. Nekhaychuk. "FEATURES OF PROCESS MANAGEMENT IN ENTREPRENEURSHIP." Вестник Алтайской академии экономики и права 3, no. 5 2019 (2019): 77–81. http://dx.doi.org/10.17513/vaael.565.

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Djafri, Novianty. "The Strategy of Independent Entrepreneurship Management." EUROPEAN RESEARCH STUDIES JOURNAL XXI, Issue 3 (November 1, 2018): 362–70. http://dx.doi.org/10.35808/ersj/1067.

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35

Harris, Lisa, and Paul Jackson. "Management and the Spirit of Entrepreneurship." Journal of General Management 25, no. 2 (December 1999): 31–43. http://dx.doi.org/10.1177/030630709902500203.

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36

Frumkin, Peter. "Between Nonprofit Management and Social Entrepreneurship." Public Administration Review 73, no. 2 (February 4, 2013): 372–76. http://dx.doi.org/10.1111/puar.12026.

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Martin-Sardesai, Ann. "Institutional entrepreneurship and management control systems." Pacific Accounting Review 28, no. 4 (November 7, 2016): 458–70. http://dx.doi.org/10.1108/par-02-2016-0015.

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Purpose This study aims to explore how management control systems (MCS) compliment institutional entrepreneurship. It provides a case illustration of how the Vice Chancellor (VC) as an institutional entrepreneur used MCS to bring about a change in an Australian public sector university in anticipation of an externally imposed research assessment exercise. Design/methodology/approach This case study gathered qualitative data through key informant interviews (including deputy VCs, research managers, executive deans and heads of departments) and a review of university and other electronic policy-related documents. Findings The study contributes to an understanding of the external environment that drives university leaders to become institutional entrepreneurs, and what they precisely do to facilitate the internal dynamic change in line with political demands. Research limitations/implications Being a single case study, care should be taken in generalizing the findings. However, it raises significant issues that deserve further attention, for example, the impact of change on the working life of academics. Practical implications The research study identifies the proposed imposition of a research assessment exercise as an enabling condition under which an institutional entrepreneur could promote and activate a new vision. It provides useful insights for other universities operating in the rapidly changing environment. Originality/value In identifying the way institutional entrepreneurs bring about change by promoting a vision and operationalizing it through MCS, the research study extends literature on institutional entrepreneurship MCS and organizational change.

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Montoro‐Sánchez, Ángeles, and Domingo Ribeiro Soriano. "Human resource management and corporate entrepreneurship." International Journal of Manpower 32, no. 1 (March 29, 2011): 6–13. http://dx.doi.org/10.1108/01437721111121198.

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WILLOUGHBY, KELVIN W. "INTELLECTUAL PROPERTY MANAGEMENT AND TECHNOLOGICAL ENTREPRENEURSHIP." International Journal of Innovation and Technology Management 10, no. 06 (November 28, 2013): 1340027. http://dx.doi.org/10.1142/s0219877013400270.

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This paper investigates the distinctive technology protection strategies of entrepreneurial technology firms. In contrast with much popular opinion, it is reported that intellectual property features more prominently in the business of small entrepreneurial firms than it does in the business of large, established mature firms. The intellectual property portfolios of technology firms of all sizes and ages exhibit a rich array of instruments in addition to patents for protecting technology, including trade secrets, trademarks and copyright, together with licenses to externally sourced technology. The intellectual property profiles of technology firms appear to be influenced by their context, organizational profiles and corporate goals and by the character of their technology.

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Popa, Elena-Izabela, Amalia Furdui, and Eduard-Victor Edelhauser. "Considerations on Management for Technological Entrepreneurship." MATEC Web of Conferences 290 (2019): 07011. http://dx.doi.org/10.1051/matecconf/201929007011.

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The study focuses on the idea that the variations between countries regarding entrepreneurial activity and spatial structure of economies could be the source of various efficiencies in disseminating knowledge and economic growth.The study aims at developing an empirical model for both entrepreneurial activity and agglomeration effects on knowledge diffusion. The model is tested using cross-border data to measure the level of entrepreneurship in each economy. We believe that, after controlling the knowledge pool and R & D spending, both entrepreneurial activity and agglomeration have a positive and statistically significant effect on technological change in the European Union.

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Wu, Chih-Wen, and Kun-Huang Huarng. "Global entrepreneurship and innovation in management." Journal of Business Research 68, no. 4 (April 2015): 743–47. http://dx.doi.org/10.1016/j.jbusres.2014.11.022.

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Kowo, Solomon A., Olalekan O. Akinrinola, and Olufemi A. Akinbola. "Management Succession and Entrepreneurship Business Sustenance." RUDN Journal of Public Administration 8, no. 3 (August 26, 2021): 256–76. http://dx.doi.org/10.22363/2312-8313-2021-8-3-256-276.

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Succession planning has drawn substantial interest among researchers. Research reports designate deficiency of quality planning in the management of SMEs especially in developing countries like Nigeria and this constitutes a foremost limitation to the effective management of SMEs. Succession planning are fundamental to steady performance, sustainability and competitive advantage of SMEs. The objective of the study was to investigate the effects of HR planning/forecasting on family business continuity and also to examine the effect of workers education on survival of entrepreneur. 110 copies of questionnaire were administered to the employees in the five selected SMEs in Abeokuta Ogun state, Nigeria to get primary data that treated and tested appropriate research questions and hypotheses accordingly. Analysis of variance (ANOVA), correlation efficient and regression analysis was employed. The Yamane formula was used to determine the sample size. The test re-test reliability approach was adopted for the convenience of the researcher. Reliability was ensued by Cronbachs Alpha of 0.932. The data was analyzed using manual and electronic based methods through the data preparation grid and statistical package for the social sciences, (SPSS). The study found out that HR succession planning significantly assists SMEs to increase business continuity and Workers education significantly assists SMEs to increase business survival. The study recommends that organizational succession planning should be at regular interval as this will enable workers to know its importance and also business successors should be appointed based on merit so that the right and experience successors can manage the business.

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Escobar-Sierra, Manuela, Luis Augusto Lara-Valencia, and Pilar Valencia-DeLara. "Model for innovation management by companies based on corporate entrepreneurship." Problems and Perspectives in Management 15, no. 3 (November 8, 2017): 234–41. http://dx.doi.org/10.21511/ppm.15(3-1).2017.07.

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This paper aims to propose a new model for the manner in which companies manage innovation. To that end, some of the most important research on the topic is analyzed and summarized through a review of its historical background in the indexed databases in WoS (Web of Science) and an analysis of frequently used terms over the past 15 years (2001–2016). The analysis is developed through bibliometric techniques using VOSviewer software, version 1.6.4, seeking to identify recurring and related concepts, such as corporate entrepreneurship, that can leverage company innovation management from the strategy, inherent factors related to human resources and the environment in which the organization operates. Henceforth, this paper focuses on a new model to manage innovation in companies through a conceptualization of innovation and corporate entrepreneurship, this model can be useful in countries with low levels of cooperation between stakeholders and scarce resources, countries on bias of development like Latin America, Africa and some Asian countries. It can be concluded that the company innovation should start with the definition of its strategy, taking into account factors like the human talent and the environment in which the organization is operating, through customized innovation processes that can be applied following some of the multiple models referred to in the literature, framed within the needs of different stakeholders, as indicators of organizational performance. Therefore, the actors which are part of the model are: employees, clients, state, suppliers, academics, community, shareholders and business.

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Sadri, Muhammad, Faisar Ananda, and Saparuddin Siregar. "Implementation of Management Based on Islamic Spiritual Entrepreneurship for the Success of Madrasah Management." International Journal of Business Economics (IJBE) 2, no. 1 (September 30, 2020): 29–38. http://dx.doi.org/10.30596/ijbe.v2i1.5716.

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This study discusses how the implementation of Islamic Spiritual Entrepreneurship-based madrasa management in achieving the success of madrasa management in Langkat. The form of madrasa management based on Islamic Spiritual Entrepreneurship management which is analyzed through the form of the process of implementing education, funding, marketing / promotion, human resource management and the environment which is carried out based on the concept of Islamic Spiritual Entrepreneurship (honesty, gratitude, Islamic values, blessings of Allah SWT and the concept of worship. to Allah SWT). The location of this research was conducted at 60 madrasa in Langkat by taking sambel 300 respondents consisting of leaders, teachers, education staff and management. The research is field research using naturalistic qualitative techniques. The data were collected using interview, observation and documentation methods. The data were analyzed and verified and then concluded that it was inductive. The results of the study prove that 1) madrasas in Langkat have not maximally implemented Islamic Spiritual Entrepreneurship on school management because there is no strong commitment to all management to apply the concept 2) Not all Islamic Spiritual Entrepreneurship management criteria are applied in the management of madrasa which are religious-based schools of Islam 3) Collaboration is needed from TOP Management to students in applying the concept of Islamic Spiritual Entrepreneurship in school management so as to achieve competitive advantage and management sustainability until the future.

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Ratten, Vanessa. "Sport-based entrepreneurship: towards a new theory of entrepreneurship and sport management." International Entrepreneurship and Management Journal 7, no. 1 (March 3, 2010): 57–69. http://dx.doi.org/10.1007/s11365-010-0138-z.

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Dewi, Liliana. "THE APPLICATION OF ENTREPRENEURSHIP STRATEGIC MANAGEMENT TO CLASSROOM MANAGEMENT." JURNAL APLIKASI MANAJEMEN 17, no. 1 (March 1, 2019): 48–55. http://dx.doi.org/10.21776/ub.jam.2019.017.01.06.

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Filyppova, Svitlana, Yurii Kovtunenko, Volodymyr Filippov, Lidiia Voloshchuk, and Oleksandr Malin. "Sustainable development entrepreneurship formation: system-integrated management tools." E3S Web of Conferences 255 (2021): 01049. http://dx.doi.org/10.1051/e3sconf/202125501049.

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Entrepreneurship ensures the development of both the national economy and the population’s, well-being so it embodies a necessary process and factor for ensuring sustainable development. In the long run, sustainability is impossible without development and the entrepreneurship as one of its main stakeholders plays a triple role, acting at the same time as a significant factor, part of the economic component and a mechanism ensuring the sustainable development. The article examines issues of sustainable development entrepreneurship; considered is the substantial characteristics of management tools for system-integrated sustainable development entrepreneurship management, thus offering a system of digital tools services for sustainable development entrepreneurship digital platform and model for sustainable development entrepreneurship. The theoretical and methodological approaches to business development management proposed are designated to provide management focusing on sustainable development, system-integrated nature, anticipatory influence, use of rapidly growing digital capabilities, therefore forming an innovative basis for management and its object development. Its components are: a system of digital tools, a model of socially responsible business ideas and business projects selection; business models for sustainable development entrepreneurship. The study results are of essential practical importance for the process of one’s own business conducting with the use the rapidly growing opportunities opening.

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Ketchen, David J., and Christopher W. Craighead. "Research at the Intersection of Entrepreneurship, Supply Chain Management, and Strategic Management: Opportunities Highlighted by COVID-19." Journal of Management 46, no. 8 (July 29, 2020): 1330–41. http://dx.doi.org/10.1177/0149206320945028.

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Since the early 2000s, research at the intersection of entrepreneurship and strategic management has flourished, as has work at the intersection of strategic management and supply chain management. In contrast, little inquiry has occurred at the intersection of entrepreneurship and supply chain management. This presents a tremendous opportunity, as does the relative lack of work bringing together all three fields. We seek to set the stage for exploiting these opportunities by first describing how incorporating a series of key supply chain concepts—omni-channel, last-mile delivery, supply chain agility, supply chain resiliency, and service recovery—could enrich entrepreneurship research. We then explain how the boundaries of key entrepreneurship concepts—opportunity, entrepreneurial orientation, optimal distinctiveness, bricolage, and fear of failure—could be extended to the supply chain context. Both of these moves bring strategic management concepts into play, as well. In accomplishing our tasks, we draw on examples from how firms attempted to navigate the COVID-19 pandemic via moves spanning entrepreneurship, supply chain management, and strategic management.

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Mitter, Christine, and Martin R. W. Hiebl. "The role of management accounting in international entrepreneurship." Journal of Accounting & Organizational Change 13, no. 3 (September 4, 2017): 381–409. http://dx.doi.org/10.1108/jaoc-02-2016-0006.

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Purpose This paper aims to analyze the role of management accounting in international entrepreneurship. Its role, thus far, has been a neglected topic in research on accounting and international entrepreneurship, although some quantitative findings indicate the positive influence of management accounting on internationalization capability. Design/methodology/approach This paper is based on a multiple case study of Austrian firms and draws on the resource-based view of the firm as well as effectuation/causation logics. Data for this study were collected via semi-structured interviews, press reports, company chronicles, organizational brochures and websites of the analyzed case firms. Findings The paper finds that management accounting may indeed serve as a key capability for international entrepreneurship. However, reliance on this capability seems to be contingent on the phase of international entrepreneurship and pathway and mode of internationalization. Research limitations/implications The findings add to the accounting literature by showing that the phase as well as the mode and pathway of international entrepreneurship may serve as contingency factors for management accounting, which have been overlooked in the literature. At the same time, they also contribute to the international entrepreneurship literature by offering an initial view on the neglected capability of management accounting. Originality/value This is the first study to analyze the role of management accounting in international entrepreneurship.

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Jisheng, Li, and Mohammad Saeed. "DETERMINANTS OF ACADEMIC ENTREPRENEURSHIP: A STRATEGIC ENTREPRENEURSHIP MODEL." Jurnal Ilmiah Ekonomi Bisnis 25, no. 3 (2020): 216–25. http://dx.doi.org/10.35760/eb.2020.v25i3.3003.

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Traditionally, universities are regarded as carrying two missions—teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a ‘third mission’—that of “contributing to the industry, the economy, the local region or the society. Universities have adopted academic entrepreneurship as the strategy to grow and influence the economy and society. Despite tremendous endeavours to grasp the third mission, universities still present extraordinary heterogeneity in their association and participation in academic entrepreneurship. This study aims to study academic entrepreneurship through the lens of strategic entrepreneurship while exploring the accountable factors of entrepreneurship orientation, entrepreneurship leadership, strategic management and organizational culture. This study promises that entrepreneurial orientation, entrepreneurship leadership, strategic management and organizational culture are imperative for the optimization of academic entrepreneurship. It is proposed that the right combination and availability of these variables will enable universities to bring forth a synergy to accelerate academic entrepreneurship. The implications and limitations of the study are presented.

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