Log in

Relevant bibliographies by topics / Entrepreneurship management / Journal articles

To see the other types of publications on this topic, follow the link: Entrepreneurship management.

Journal articles on the topic 'Entrepreneurship management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Entrepreneurship management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

3

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

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).

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

6

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

7

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Larsson, Anthony. "The seven dimensions of Skunk Works: a new approach and what makes it unique." Journal of Research in Marketing and Entrepreneurship 21, no. 1 (July 8, 2019): 37–54. http://dx.doi.org/10.1108/jrme-09-2017-0038.

Full text

Abstract:

Purpose This paper aims to study the definition and formation of Skunk Works and how it may present itself as a viable theoretical alternative to other mainstream concepts of collective/corporate entrepreneurships, while dissecting some of the prevalent misconceptions of the extant literature regarding the application of Skunk Works. Design/methodology/approach This is a literature-based conceptual study that compares and differentiates various forms of group entrepreneurships as discussed in the academic debate. Findings This study shows how Skunk Works differs from other forms of collective/corporate entrepreneurship through its seven dimensions (isolation, customer needs, focus, planning, trusted project manager, cross-functional teams and leveraging overlaps) while challenging the dominant extant contenders of collective/corporate entrepreneurship. Practical implications Skunk Works remains a sustainable form of entrepreneurship, and it is still viable to consider it as a practical construct for smaller as well as larger organisations as a means of solving complicated innovative tasks requiring a multidisciplinary team with expert competence in a relatively quicker period of time. Social implications Organisations may take greater initiatives towards assembling entrepreneurial teams in the Skunk Work tradition. Originality/value As a means of understanding collective/corporate entrepreneurship, this study dissects some of the original fundamental cornerstones of Skunk Works entrepreneurship in an effort to present it as a viable alternative construct to the dominant construct of entrepreneurial orientation as well as other extant constructs.

APA, Harvard, Vancouver, ISO, and other styles

10

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Gaddefors, Johan, and Alistair R. Anderson. "Entrepreneursheep and context: when entrepreneurship is greater than entrepreneurs." International Journal of Entrepreneurial Behavior & Research 23, no. 2 (March 13, 2017): 267–78. http://dx.doi.org/10.1108/ijebr-01-2016-0040.

Full text

Abstract:

Purpose The purpose of this paper is to explain how context shapes what becomes entrepreneurial. Design/methodology/approach The paper is part of a longitudinal study over ten years, an ethnographic work including interviews, participating in meetings and shadowing. Texts and voices boiled down to transcripts and notes were sorted in NVivo. The empirical material was presented as a simple, short story, with the aim to question established assumptions and relations. The paper propose context as the unit for analysis, instead of entrepreneurs and outcomes. This opened up the scale from a narrow individualism to a much broader appreciation of the entrepreneurship as shaped by social factors. Findings The paper provides insights about how context determines entrepreneurship. It is not simply the context in itself, but the things that are going on in the context. What entrepreneurship does is to connect and thus create a raft of changes. The paper suggests that to depart from context as the unit of analysis will avoid the objectification of entrepreneurship and open up for discussing the becoming of entrepreneurship. The case illustrates how entrepreneurship is an event in a flow of changing circumstances. Entrepreneurship is formed from the context itself, rather than being individual or social; entrepreneurship appears simultaneously to be both. Entrepreneurship can and does exist in multiple states regardless of the observer and the observation. Originality/value This paper fulfils an identified need to learn more about how entrepreneurship and context interact. It illustrates how context is more engaged in the entrepreneurial process than entrepreneurship theory acknowledges.

APA, Harvard, Vancouver, ISO, and other styles

17

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Luke, Belinda, Martie-Louise Verreynne, and Kate Kearins. "Measuring the benefits of entrepreneurship at different levels of analysis." Journal of Management & Organization 13, no. 4 (November 2007): 312–30. http://dx.doi.org/10.5172/jmo.2007.13.4.312.

Full text

Abstract:

AbstractThis paper presents a suggested framework for future research designs to examine the benefits of entrepreneurship, both non-financial and financial. Based on a review of the literature and using contextual exemplars throughout the paper with an Australia and New Zealand focus, we identify a range of benefits from entrepreneurship at the various levels of analysis (e.g. individual, organizational, national). From a non-financial perspective such benefits include independence, autonomy, competitive advantage, increased market share, employment and increased standards of living. From a financial perspective, entrepreneurships benefits include enhanced remuneration or rent from revenue, profits, cash flow, return on investment and increases in GDP – specific financial measures to be expressed in clear financial terms. The suggested framework represents both an initial step towards the measurement of entrepreneurships financial benefits and a valuable starting point for the development of a theory of the non-financial and financial benefits of entrepreneurship.

APA, Harvard, Vancouver, ISO, and other styles

19

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

20

Shepherd, Dean A., Karl Wennberg, Roy Suddaby, and Johan Wiklund. "What Are We Explaining? A Review and Agenda on Initiating, Engaging, Performing, and Contextualizing Entrepreneurship." Journal of Management 45, no. 1 (September 19, 2018): 159–96. http://dx.doi.org/10.1177/0149206318799443.

Full text

Abstract:

Entrepreneurship is multifaceted. The purpose of this review is to acknowledge and critically assess the many and varied dependent variables (DVs) of entrepreneurship over the last 17 years. By focusing exclusively on systematically reviewing entrepreneurship’s DVs, this paper maps out, classifies, and provides order to the phenomena that scholars consider part of this self-defined field of research. Using a systematic selection process and an inductive approach to categorization, we offer a meta-framework for organizing entrepreneurship’s DVs. On the basis of this meta-framework, entrepreneurship involves the (a) initiation, (b) engagement, and (c) performance of entrepreneurial endeavors embedded in (d) environmental conditions in which an entrepreneurial endeavor is the investment of resources into the pursuit of a potential opportunity. For each category, we offer both a review of the different DVs and opportunities for future research.

APA, Harvard, Vancouver, ISO, and other styles

21

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.

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

22

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

23

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

28

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

30

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

31

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

34

Millman, Cindy, Zhengwei Li, Harry Matlay, and Wang‐chan Wong. "Entrepreneurship education and students' internet entrepreneurship intentions." Journal of Small Business and Enterprise Development 17, no. 4 (October 26, 2010): 569–90. http://dx.doi.org/10.1108/14626001011088732.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Verduijn, Karen, Pascal Dey, Deirdre Tedmanson, and Caroline Essers. "Emancipation and/or oppression? Conceptualizing dimensions of criticality in entrepreneurship studies." International Journal of Entrepreneurial Behavior & Research 20, no. 2 (March 24, 2014): 98–107. http://dx.doi.org/10.1108/ijebr-02-2014-0031.

Full text

Abstract:

Purpose – The purpose of this paper is to use the attribute “critical” as a sensitizing concept to emphasize entrepreneurship's role in overcoming extant relations of exploitation, domination and oppression. It builds on the premise that entrepreneurship not only brings about new firms, products and services but also new openings for more liberating forms of individual and collective existence. Design/methodology/approach – Honing in on Calas et al.'s (2009) seminal piece on critical entrepreneurship studies, and building on Laclau's (1996) conceptualization of emancipation as intimately related to oppression, the paper explores different interpretations of emancipation and discuss these from a critical understanding of entrepreneurship. The paper then employs these interpretations to introduce and “classify” the five articles in this special issue. Findings – The editorial charts four interpretations of emancipation along two axes (utopian-dystopian and heterotopian-paratopian), and relates these to various strands of critical entrepreneurship research. United by a general commitment to positive change, each interpretation champions a different take on what might comprise the emancipatory or oppressive potential of entrepreneurship. Originality/value – As the emancipatory aspect of entrepreneurship has attracted increasing attention among entrepreneurship researchers, the paper formulates a tentative framework for furthering views on the emancipatory aspects of entrepreneurship as a positive phenomenon in critical research – which to date has tended to be preoccupied with the “dark side” of entrepreneurship.

APA, Harvard, Vancouver, ISO, and other styles

36

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Cadmus, Edna, Mary L. Johansen, Phyllis Arn Zimmer, and David L. Knowlton. "Entrepreneurship." Nursing Administration Quarterly 41, no. 1 (2017): 48–55. http://dx.doi.org/10.1097/naq.0000000000000203.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

39

Lacetera, Nicola. "Academic entrepreneurship." Managerial and Decision Economics 30, no. 7 (October 2009): 443–64. http://dx.doi.org/10.1002/mde.1461.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Thornberry, Neal. "Corporate entrepreneurship:." European Management Journal 19, no. 5 (October 2001): 526–33. http://dx.doi.org/10.1016/s0263-2373(01)00066-4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

Brennan, Michael C., Anthony P. Wall, and Pauric McGowan. "Academic entrepreneurship." Journal of Small Business and Enterprise Development 12, no. 3 (September 1, 2005): 307–22. http://dx.doi.org/10.1108/14626000510612240.

Full text

Abstract:

PurposeThe aim of the paper was to investigate entrepreneurship in a university setting and in particular amongst university managers, established academic entrepreneurs and nascent academic entrepreneurs. The purpose was to better understand the enablers and barriers to entrepreneurship taking place.Design/methodology/approachA qualitative, sense‐making methodology was used involving a single case method and a purposeful sampling approach. A three‐stage design strategy consisted of: identification of key themes by questioning university policy makers, managers and academic entrepreneurs; development of a questionnaire to profile academic entrepreneurs; and use of the questionnaire to assess preferences amongst nascent academic entrepreneursFindingsFour types of academic entrepreneur (hero, maverick, broker and prospector) were identified based on different approaches by individual academics to the use/production of discipline knowledge and the nature of their relationship with the host university.Research limitations/implicationsThe single case research is perceived as a limitation. Future studies will involve refining the level of analysis in terms of different disciplines and institutions.Practical implicationsThe results suggest that interventions to promote entrepreneurship within universities ought to consider different strategies in order to take account of preferences amongst nascent entrepreneurs.Originality/valueThe paper looks at entrepreneurship in universities from a corporate perspective rather than from an individual perspective. The powerful influence of the university organisational setting is therefore recognised in terms of the creation of enablers and barriers to academic entrepreneurship taking place.

APA, Harvard, Vancouver, ISO, and other styles

42

Heck, Ramona K. Z., and Chandra S. Mishra. "Family Entrepreneurship." Journal of Small Business Management 46, no. 3 (July 2008): 313–16. http://dx.doi.org/10.1111/j.1540-627x.2008.00245.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Hjorth, Daniel. "Organizational Entrepreneurship." Journal of Management Inquiry 14, no. 4 (December 2005): 386–98. http://dx.doi.org/10.1177/1056492605280225.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

45

Hao, Jiao, and A. Robinson Jeffrey. "Building international entrepreneurship through entrepreneurship capital perspective." African Journal of Business Management 5, no. 21 (September 23, 2011): 8458–69. http://dx.doi.org/10.5897/ajbm11.962.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Zhao, Fang. "Academic Entrepreneurship." International Journal of Entrepreneurship and Innovation 5, no. 2 (May 2004): 91–97. http://dx.doi.org/10.5367/000000004773863246.

Full text

Abstract:

The aim of this paper is to explore issues associated with the commercialization of university research through an empirical study of the development of research commercialization in Australian public-funded universities. Extensive interviews were conducted with academic entrepreneurs and commercialization managers from 19 universities in Australia (hence more than 50% of Australian public universities were involved in the study). The paper identified and discussed the key issues raised in the study and proposed a series of recommendations to enhance the overall performance of university research commercialization.

APA, Harvard, Vancouver, ISO, and other styles

47

Dew, Nicholas. "Institutional Entrepreneurship." International Journal of Entrepreneurship and Innovation 7, no. 1 (February 2006): 13–22. http://dx.doi.org/10.5367/000000006775870442.

Full text

Abstract:

Economists have long argued that the prevailing institutional structures of the economic system produce a particular spectrum of entrepreneurial activity. However, these institutions themselves change over time, sometimes as the result of entrepreneurial behaviour. This paper investigates the idea of institutional entrepreneurship from a Coasian perspective. This perspective puts transaction-cost-reducing institutions at the centre of the analysis, and examines the role of institutional entrepreneurs in constructing and transforming these economically valuable artefacts. The paper presents a case study of an institutional entrepreneur and concludes that, from a Coasian perspective, institutional entrepreneurship is one type of entrepreneurial behaviour that seems worthy of further research.

APA, Harvard, Vancouver, ISO, and other styles

48

Sambo, Wise. "Factors affecting youth entrepreneurship development within Kibera, Kenya: the perspective of entrepreneurship education." Problems and Perspectives in Management 14, no. 2 (June 13, 2016): 331–38. http://dx.doi.org/10.21511/ppm.14(2-2).2016.09.

Full text

Abstract:

All over the world there has been an increased interest in entrepreneurship education and the society in general. Kenya was among the first countries in Africa to introduce aspects of entrepreneurship education in its education and training systems. Entrepreneurship and business creation are a growing alternative for young people in different economies whose age group often faces a labor market with double digit unemployment rates. This study seeks to investigate and report on the factors affecting youth entrepreneurship development with specific reference to entrepreneurship education in Kibera, a district of Kenya. Two objectives are identified, namely (i) to determine the government’s provision and access to the entrepreneurship education and training among the Kenyan youth, and (ii) to determine whether there is a relationship between the level of education, training and development of youth entrepreneurship. A sample of three hundred entrepreneurs (aged 18-35) within the Kibera district in Kenya is drawn to participate in this study. Structured survey questionnaires are used to collect primary data from business owners in the Kibera district. Findings revealed a strong positive correlation between the provision of entrepreneurship education and development of youth entrepreneurship and the level of education has a very weak positive correlation to youth entrepreneurship development. This study concludes with recommendations on how youth entrepreneurship can be improved in Kibera and the rest of Kenya. A total of 300 questionnaires were administered via e-mails with a total response rate of 83.3% (250) returned for analysis

APA, Harvard, Vancouver, ISO, and other styles

49

Kirchhoff, Bruce A. "Entrepreneurship's Contribution to Economics." Entrepreneurship Theory and Practice 16, no. 2 (January 1992): 93–112. http://dx.doi.org/10.1177/104225879201600207.

Full text

Abstract:

Recent evidence of entrepreneurship's significant contribution to economic growth and development challenges the dominance of general equilibrium theory in macroeconomic thought. Microeconomics has long criticized the assumptions of the neoclassical economic model which underlies general equilibrium theory but has not swayed the grasp that general equilibrium theory has over macroeconomic policy formulation. Yet, general equilibrium theory does not incorporate entrepreneurship; on the contrary, the assumptions of this model exclude entrepreneurship as an economic variable. Now, however, as microeconomic research finds more and more evidence confirming the importance of new business formation and growth, general equilibrium theory remains incapable of adapting to this reality. And, this theory frequently produces policy prescriptions that favor large, established firms over new, small firms. This paper describes the weaknesses of general equilibrium theory that are relevant to entrepreneurship. Then, after reviewing the growing evidence supporting entrepreneurship, it describes Schumpeter's model of creative destruction and demonstrates how entrepreneurship empirical research supports this model. It concludes by urging economists to desert general equilibrium theory and search for a new macro-theory that incorporates entrepreneurship.

APA, Harvard, Vancouver, ISO, and other styles

50

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!