Academic literature on the topic 'Strategic planning Entrepreneurship'
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Journal articles on the topic "Strategic planning Entrepreneurship"
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Horst, Sven-Ove, and Paul Clemens Murschetz. "Strategic Media Entrepreneurship." Journal of Media Management and Entrepreneurship 1, no. 1 (2019): 1–26. http://dx.doi.org/10.4018/jmme.2019010101.
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Entrepreneurship and strategy enable media organizations to create new ideas and bring them to the market. However, despite their practical importance, synergistic combinations of these theories are currently under-investigated. Therefore, the objective of this paper is to theoretically explore the phenomenon of strategic media entrepreneurship and lay the foundations for further investigation and theory development. The paper highlights a convergence of strategy and entrepreneurship and shows how they add to organizational success through developing visions, exploring and exploiting opportunities, managing people, building networks, driving creativity, and facilitating strategic planning. Ultimately, the paper contributes by uncovering and reflecting on the assumptions of current theoretical approaches in strategic media management and media entrepreneurship through targeted problematization. This provides the basis for opening new discussions, generating new theories, and exploring emerging phenomena around strategic media entrepreneurship.
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Salloum, Charbel, Jacques Digout, Laura Salloum, Catherine Mercier Suissa, and Pamela Chahine. "Family business, strategic planning and corporate entrepreneurship." International Journal of Entrepreneurship and Innovation Management 25, no. 1 (2021): 52. http://dx.doi.org/10.1504/ijeim.2021.10036506.
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Salloum, Charbel, Jacques Digout, Laura Salloum, Catherine Mercier Suissa, and Pamela Chahine. "Family business, strategic planning and corporate entrepreneurship." International Journal of Entrepreneurship and Innovation Management 25, no. 1 (2021): 52. http://dx.doi.org/10.1504/ijeim.2021.113798.
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Prasad, Lakshman. "Entrepreneurship: A Perspective and Strategic Dimensions." Management and Labour Studies 32, no. 3 (2007): 360–68. http://dx.doi.org/10.1177/0258042x0703200307.
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This article deals with many pertinent facets of the entrepreneurial community stressing that ‘entrepreneur’ is yet to be fully defined in the emerging outlook of business and non-business sectors combined, together with a common denominator of innovation. How to sow entrepreneurship in the Indian context, inculcate entrepreneurial culture and bridge sub-regional imbalances on this score are the highlights of this article. It revisits entrepreneurship while strategising for managing small businesses through appropriate technology option, resource mobilization, planning initiatives and gearing up with market realities. “The entrepreneurs sustain the world. In their careers, there is little of optimizing calculation, nothing of delicate balance of markets. They overthrow establishments rather than establish equilibria. They are the heroes of economic life”. George Gilder (‘The Spirit of Enterprise’)
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Paderin, I., and Y. Horiashchenko. "Strategic Priorities for Innovative Development of Entrepreneurship." Economic Herald of the Donbas, no. 1 (63) (2021): 103–7. http://dx.doi.org/10.12958/1817-3772-2021-1(63)-103-107.
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The article provides a critical review of the achievement of the target indicators of the Strategy for the Development of the Sphere of Innovation and other government programs. The advantages and importance of strategic innovative development of entrepreneurship for society and the state are determined. The exclusive role of planning in the management system for innovative development is emphasized. The existing contradictions between the general directions and methods of solving the problems of innovative development (financing of R&D, development of education, etc.) are emphasized. The matrix of application of technical innovations in the areas of development B2, C2, G2 is presented. The timeline projects of the Ministry of Digital Transformation, the Ministry of Education, the National Bank of Ukraine and other state bodies regulating innovative development in the country are assessed. The importance of strengthening the control function in managing the innovative development of entrepreneurship has been proven, in particular, strengthening the responsibility of government bodies in priority areas: entrepreneurship, science, technology, innovation, space industry, education. It is proposed to create a coordinating body capable of developing and monitoring the implementation of a unified strategy for innovative development with the participation of all ministries and departments in the context of real Ukrainian economic opportunities, comparable to financial and technological ones.
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STEPANOV, E. V. "THE IMPACT OF STRATEGIC ENTREPRENEURSHIP ON THE COMPANY'S PERFORMANCE." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 6, no. 12 (2020): 19–23. http://dx.doi.org/10.36871/ek.up.p.r.2020.12.06.003.
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The purpose of the presented work is to study the impact of strategic entrepreneurship on the results of the firm's performance. Research methods: induction, analytical method, survey method. The results of the study are to demonstrate a real example of Apple in the system of making strategic decisions in an organization, through the prism of this organization, the results of planning and forecasting in the company are shown using innovative technologies.
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Wijayanti, Ariyani Wahyu, and Salman Faris Insani. "Analisis Anteseden Kewirausahaan Di Perusahaan Keluarga." Jurnal Ekonomi dan Bisnis 19, no. 2 (2016): 295. http://dx.doi.org/10.24914/jeb.v19i2.559.
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<p><em>This research examines and analyzes the corporate entrepreneurship antecedent in family firms; the willingness to change, generation involvement, perceived technological opportunity, and strategic planning. The samples of this research are family firms which located in the center of batik industry in Surakarta, Sukoharjo, and Sragen. Eighty two respondents in this study are business owners or respective family members who are involved in managing the organization and able to disclose required information for this research. The research used non-probability sampling and purposive sampling as the method and technique. By using multiple regression analysis, the findings have shown that corporate entrepreneurship antecedent is a willingness to change and strategic planning, while generation involvement and perceived technological opportunity do not influence on corporate entrepreneurship.</em></p>
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A., Arokodare, M., and Asikhia, O. U. "The Moderating Effect of External Environment on the Relationship Between Strategic Entrepreneurship and Performance of Selected Oil and Gas Service Firms in Lagos and Rivers States, Nigeria." Review of European Studies 12, no. 2 (2020): 85. http://dx.doi.org/10.5539/res.v12n2p85.
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Globally, oil and gas service industry is one of the major contributors to the economic development of many nations. However, the industry is faced with problems of poor entrepreneurial orientation, inflexible planning and poor management of external environmental challenges. These problems have negatively affected their overall performance. This study therefore examined the effect of strategic entrepreneurship on overall performance. The study adopted cross-sectional survey research design with a target population of 9,324 owners and managers of oil and gas service companies operating in Lagos and Rivers States, Nigeria. A multi-stage sampling technique was adopted to select the sample size of 733 using the Cochran (1997) formula. The data was analyzed using descriptive statistics and multiple and hierarchical regression methods of analyses. Findings revealed that strategic entrepreneurship components (entrepreneurial orientation and planning flexibility) had significant effect on firm performance (R2 = .216, F-stat = 34.743, p&lt;0.05). Strategic entrepreneurship components significantly affected sales growth (Adj. R2 = .582, F-stat = 98.422, p&lt;0.05); market share (Adj. R2 = .511, F-stat = 58.132, p&lt;0.05); and profitability (Adj. R2 = .410, F-stat = 42.982, p&lt;0.05). External environment significantly moderated the relationship between strategic entrepreneurship and firm performance (&Delta;R2 = .593, &Delta;F = 19.256; F-stat = 67.765, p&lt;0.05) all at 5% level of significance. Implications of the findings and recommendations were made.
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Sadq, Zana Majed, Brwa Sardar Ahmad, Dalia Khalid Faeq, and Hazhar Omer Muhammed. "The Effect of Strategic Planning on Entrepreneurship Strategy Requirements (The Case of Private Hospitals in Iraqi Erbil City)." International Journal of Multicultural and Multireligious Understanding 7, no. 10 (2020): 147. http://dx.doi.org/10.18415/ijmmu.v7i10.2134.
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This study aimed to examine the effect of strategic planning that is represented by three dimensions (top management support, technology and strategic goals) on entrepreneurship strategy requirements that is represented by three dimensions (creative capabilities, risk taking,and entrepreneurial culture) related to the perspectives of employees at private hospitals in Iraqi Kurdistan Region Erbil city. A survey questionnaire has been used to collect data, and the questionnaires distributed randomly to (150) health staff comprising of a number of private hospitals, (146) of staff were able to fill and return the questionnaires however (142) of the questionnaires was suitable for the purpose of statically analyzing. The questionnaire encompassed two sections with 30 closed-ended questions. Data collected analyzed quantitatively by using SPSS program version 20. The results of study concluded that there is a moderate and positive correlation as well as a significant impact of strategic planning on entrepreneurship strategy requirements.
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Novita, Mona, Ahmad Husein Ritonga, and Jalaluddin Jalaluddin. "University Leadership Management For Developing University Students’ Entrepreneurship." INTERNATIONAL JOURNAL OF EDUCATIONAL REVIEW 3, no. 1 (2020): 15–28. http://dx.doi.org/10.33369/ijer.v3i1.11283.
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Leadership teachers serve a crucial role in developing university student entrepreneurship competency. Referring to the concept of Entrepreneurial Based University, leaders can create effective entrepreneurship development programs in the frame of spiritual religious. This research aims to determine, understand and analyze the management of university teachers in West Sumatra province in developing student entrepreneurship. This study uses a qualitative approach with a type of study conducted at the State University of Padang (UNP), West Sumatra Province, Indonesia. Results of the study show that the leadership plays a role in the development of student entrepreneurship through the implementation of effective management functions, namely (1) planning, in the form of strategic policies in formulation of statute, strategic plans, determination of priority programs for developing campus, business units, and entrepreneurship programs; (2) organizing, in the form of official tasks, restructuring management; (3) Leading; manifested in the concept of VALUE (View, Appreciate, Leading, Understand and Evaluate) with spiritual religious frame-muslimprenur; (4) Controlling, carried out both in the form of program implementation and responsibility of the budget in developing student entrepreneurship.
Dissertations / Theses on the topic "Strategic planning Entrepreneurship"
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Dhliwayo, Shepherd. "The relationship between the practice of strategic planning and levels of corporate entrepreneurship in South African public companies." Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-05022007-123553.
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Kwong, Kam-wong. "Practical reasoning and strategic business management towards a more pragmatic approach to entrepreneurship in the context of Hong Kong /." Click to view the E-thesis via HKUTO, 2004. http://sunzi.lib.hku.hk/hkuto/record/B43892735.
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Kroeger, James W. "Firm performance as a function of entrepreneurial orientation and strategic planning practices." Cleveland, Ohio : Cleveland State University, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=csu1199827811.
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Thesis (D.B.A.)--Cleveland State University, 2007.<br>Abstract. Title from PDF t.p. (viewed on May 8, 2008). Includes bibliographical references (p. 110-131). Available online via the OhioLINK ETD Center. Also available in print.
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Walker, Erin. "Strategic leadership, entrepreneurship and organisational change : a case study of Imperial Holdings Ltd." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8498.
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Thesis (MBA)--University of Stellenbosch, 2010.<br>ENGLISH ABSTRACT:
The main purpose of this research report is to create a case study of the JSE listed company, Imperial Holdings Ltd. around the theme of strategic leadership, entrepreneurship and organisational development. In a nutshell – the development of an entrepreneurial organisation into a professional organisation.
The second purpose is to discuss literature around the theme of strategic leadership, entrepreneurship and organisational development. This topic was further broken down into five topics including strategic leadership, organisational strategy, owner start-up dynamics and entrepreneurship, owner transition and succession management, organisational and cultural change and the theory of organisational maturity development.
Imperial Holdings Ltd. is a diversified industrial services and retail group with activities spanning logistics, car rental, tourism, financial services, vehicle distribution and retail operating in South Africa, Africa, Europe and Australia. Imperial is listed on the Johannesburg stock exchange and the group is run on a decentralised management structure that actively encourages entrepreneurship, innovation and industry specific best practice.
The Imperial story is presented as two chapters. The first chapter covers the period 1948 to 2007 with a specific focus on Bill Lynch. He was CEO from 1990 to 2006 and was with Imperial from inception. Bill Lynch won the prestigious Ernest and Young World Entrepreneur award in 2006 and passed away almost a year later. With his passing came the world financial crisis in 2008 and a low period in Imperial‟s history.
The second chapter in the story brings Hubert Brody in as the new CEO of Imperial. He is a more cautious person with a CA (SA) background that brought many changes to Imperial‟s strategy and financial structure. In late 2009 and 2010 Imperial started to recover in terms of profit growth and share price.
Specific literature on the development of entrepreneurial organisations into professional organisations is almost nonexistent according to the researcher. Most literature found deals only with organisational development and transition management. All the literature is captured and summarised into a conceptual model that can be used in the development of entrepreneurial organisations into professional organisations.<br>AFRIKAANSE OPSOMMING:
Die hoofdoel van hierdie navorsingsverslag is om 'n gevallestudie op te stel t.o.v. Imperial Holdings Ltd. ('n gelyste maatskapy op die Johannesburgse Effektebeurs) rondom die tema van strategiese leierskap, entrepeneurskap en organisatoriese ontwikkeling. In 'n neutedop saamgevat – die ontwikkeling van 'n organisasie vanaf entrepeneursvlak tot 'n professionele vlak.
Die tweede doelwit is om inligting rondom die temas van strategiese leierskap, entrepeneurskap en organisatoriese ontwikkeling te ondersoek en te ontleed.
Hierdie onderwerp word verder opgedeel in vyf afdelings wat insluit strategiese leierskap, organisatoriese strategieë, die ontginningsdinamiek en entrepeneurskap van die eienaar, eienaarsoordrag- en opvolgingsbestuur, organisatoriese en kulturele veranderinge en die teorie agter volgehoue organisatoriese groei.
Imperial Holdings Ltd. is 'n gediversifiseerde industriële diens- en kleinhandelgroep met aktiwiteite wat logistieke dienste, motorverhuring, toerisme, finansiële dienste en voertuigverspreiding- en verkope in Suid-Afrika, Afrika, Europa en Australië insluit. Imperial is gelys op die Johannesburgse Effektebeurs en die bestuursmodel is gebaseer op 'n desentraliseerde bestuursstruktuur wat entrepeneurskap, vernuwende denke en industrie gekonsentreerde praktyke aanmoedig.
Die Imperial verhaal word aangebied as twee hoofstukke. Die eerste hoofstuk dek die periode 1948 tot 2007 met 'n spesifieke fokus op Bill Lynch. Hy was die hoof uitvoerende bestuurder vanaf 1990 tot 2006 en was daar vanaf die begin van Imperial se bestaan. Mnr. Lynch het in 2006 afgesterf, amper 'n jaar nadat hy die gesogte Ernest and Young World Entrepreneur toekennning verwerf het.
Na sy afsterwe het onder meer 'n wêreldwye finansiële krisis gevolg wat in 2008 'n lae periode in Imperial se prestasiemodel verteenwoordig.
Die tweede hoofstuk fokus op die nuwe uitvoerende besturende direkteur van Imperial, mnr. Hubert Brady, se bydrae tot nuwe groei en veranderinge op strategiese en finansiële vlak in die maatskappy. Hy is 'n meer konserwatiewe bestuurder met 'n CA (SA) agtergrond.
Dit was baie moeilik vir hierdie navorser om spesifieke literatuur en inligtingsmateriaal te vind oor die transformasie van entrepeursorganisasies na professionele organisasies. Meeste huidige navorsingsmateriaal fokus slegs op organisatoriese - en oorgangsbestuursmodelle. Al die materiaal in hierdie navorsingsverslag is versamel en saamgevat in 'n konseptuele model wat gebruik kan word in die ontwikkeling van entrepeneursorganisasies na professionele organisasies.
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Kwong, Kam-wong, and 鄺錦鍠. "Practical reasoning and strategic business management : towards a more pragmatic approach to entrepreneurship in the context of Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hdl.handle.net/10722/210301.
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Luke, Belinda. "Strategic entrepreneurship in New Zealand's state-owned enterprises underlying elements and financial implications : a thesis submitted to Auckland University of Technology in fulfilment of requirements of the degree of Doctor of Philosophy (PhD), 2009." Click here to access this resource online, 2009. http://hdl.handle.net/10292/658.
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The concept of strategic entrepreneurship has received increased attention over the past ten years. Viewed as the intersection of entrepreneurship and strategy, this field of research is populated by conceptual studies which focus mainly on the nature and perceived benefits of strategic entrepreneurship. Similarly, the study of entrepreneurship in a public sector context has gained increasing support in recent years, but also remains underexplored. To address these gaps, this thesis considers: What are the underlying elements and financial implications of strategic entrepreneurship in New Zealand’s state-owned enterprises [SOEs]? New Zealand’s SOE sector, comprising 17 government-owned, commercially focused organisations, is considered to be a prime subject for this research. Well known for their implementation of new public management [NPM], many New Zealand SOEs have also been publicly recognised as both innovative and entrepreneurial. The research question is addressed by first developing a preliminary framework of strategic entrepreneurship from literature on entrepreneurship and strategy. This framework is then examined in the context of case studies on activity which is entrepreneurial and/or strategic within 12 of the 17 SOEs operating in New Zealand as at 2006. Transcripts from a series of interviews, and publicly available documents are analysed thematically. SOEs’ financial statements over a five year period are also analysed. The thesis contributes in two broad areas. First, much-needed empirical support is lent to the concept of strategic entrepreneurship. Key elements of strategic entrepreneurship identified include opportunity identification, innovation, acceptance of risk, flexibility, vision, growth, and leveraging from core skills and resources such that existing knowledge and skills are transferred and applied to create new products, services, and markets. Important supporting elements identified include an open, flexible, and progressive culture, operational excellence, and cost minimisation. The nature of each of these elements is also investigated. A detailed understanding of the relationship between strategic entrepreneurship and wealth creation reveals various internal and external factors which may influence the nature and strength of the relationship. These factors include changes within the organisation, as well as changes in the economic and political environment, and are important influences on the resulting returns realised. Second, this thesis offers valuable evidence in support of emerging change in the public sector towards the adoption of strategic entrepreneurship. Support for the value of NPM is provided, with clear evidence of financial returns from New Zealand’s SOE sector. Further, a key finding is the structured and systematic approach to entrepreneurial activity within the context of NPM in several New Zealand SOEs. Such behaviour is referred to in this thesis as new public entrepreneurship. This form of activity offers the potential for competitive advantage and financial gain traditionally associated with entrepreneurial activity, but also limits the respective risks through its structured, systematic approach.
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Karlsson, Hilda, Andersson Nathalie Lager, and Elin Wiberg. "Strategiarbete under en rådande kris : En intervjustudie av företag inom resturang- och hotellbranschen." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105570.
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Bakgrund: När covid-19 spred sig i Sverige under våren 2020 blev både samhället, näringslivet och andra samhällsfaktorer drabbade. Regeringen utformade flera restriktioner under årets gång och speciellt drabbad blev restaurang- och hotellbranschen. För företagen blev det snabbt viktigt att anpassa sig och tillämpa rätt strategi för att överleva. När covid-19 drabbade världen i modern tid skapade det ett unikt tillfälle att undersöka vilka faktiska strategival företag har tillämpat under en kris. Syfte: Syftet med studien är att nå en djupare förståelse i hur företag arbetat med strategiförändringar till följd av covid-19 och hur planering används i företags strategiarbete. Metod: I denna studie tillämpas en kvalitativ forskningsmetod med en abduktiv ansats. För att kunna undersöka forskningsfrågan har en intervjustudie gjorts. Data har samlats in genom semistrukturerade intervjuer från sex olika företag som ligger till grund för empirin. Slutsats: I studien framkommer det att samtliga företag har arbetet med att tillämpa nya strategiförändringar för att kunna fortsätta bedriva sin verksamhet till följd av covid-19. Företagen har inte använt någon långsiktig planering vid deras strategiarbete. Deras strategiarbete i covid-19 har istället handlat om kortsiktig planering, samarbete, kommunikation och kreativt entreprenörskap.<br>Background: When covid-19 spread in Sweden in the spring of 2020, both society, business and other important societal factors were affected. The government designed several restrictions during the year and the restaurant and hotel industry was particularly affected. For companies, it quickly became important to adapt and apply the right strategy to survive. When covid-19 hit the world in modern times, it created a unique opportunity to examine strategy choices companies have applied during a crisis. Purpose: The purpose of this study is to gain a deeper understanding of how companies worked with strategy changes as a result of covid-19 and how planning is used in companies' strategy work. Method: In this study, a qualitative research method with an abductive approach is applied. In order to investigate the research question, an interview study has been conducted. Data have been collected through semi-structured interviews from six different companies that form the basis of the empirical data. Conclusion: The study shows that all companies have had to apply new strategy changes in order to stay in business due to the covid-19. The companies have not used any long-term planning in their strategy work. Their strategy work in covid-19 has instead focused on short-term planning, collaboration, communication and creative entrepreneurship.
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Snider, Joanne. "Success Factors of Small Business Owners of Independent Financial Planning Firms." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/766.
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Small Business Administration statistics indicate that 20% of small businesses fail within the first 2 years and 50% fail within 5 years. The purpose of this case study was to explore the success factors and strategies of 12 small business owners of independent financial planning firms who achieved profitability beyond 5 years. A gap exists in the literature concerning such business owners, and their experiences provide valuable information to others desiring to start or maintain a financial planning business. The conceptual framework was entrepreneurship theory and Porter's 5 forces model of competitive strategy. The data were gathered via semistructured interviews and business websites and newsletters. Initial coding of the responses preceded an analysis of recurring patterns and themes. This process led to the identification of major themes: technical training is necessary but not sufficient for success; planners need training in business creation, operations, and marketing; and differentiation is important and is achieved by specialization and providing excellent client service. The business owners used Internet websites to present unique planning approaches and fee structures to clients and prospects. These results provide information to people considering starting or maintaining a small business, providers of professional education and training, and business leaders seeking to improve recruitment and retention of financial planning employee retention. Implications for positive social change include providing information to policymakers who seek to support small businesses to mitigate small business failure rates, expand job creation, and provide sources for financial guidance for American employees.
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SILVA, Maricin?ia Pereira Meireles da. "Avalia??o do modelo de gest?o e teorias de estrat?gia empresarial nas institui??es de ensino em Volta Redonda." Universidade Federal Rural do Rio de Janeiro, 2008. https://tede.ufrrj.br/jspui/handle/tede/1006.
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Previous issue date: 2008-08-29<br>The main aim of this dissertation consisted in examining the management model used in educational institutions. The pecific aims were: defining management in the educational process; comparing the strategic actions taken in schools surveyed; describig some models of business strategy and examining the possibilities of the application of some business strategies in schools; As research types the following models were combined: scientific, theoretical, descriptive and field search. As methods were used following: scientific, observational, deductive and comparive. The techniques articulated in the field search were the following: interviews, questionnaires and systematization of contents. From the theoretical practical analises of this research a particular vision of business strategies in the field of education in private company of basic education was taken. Issues as communication, interpersonal relations and management of people are points with different approaches in the educational area, since the school administration is a field that deserves attention and studies regarding the systematization in order to understand it better and, then locate concepts of business strategy a more conscious and scientific way.Finally, the certainty that the school learning is something of first need sends who is dealing with this branch of business to the responsibility of an effective operation, which becomes possible through understanding and comprehension of what is the most modern in administration. The educational institutions which were under study are located in Volta Redonda, a city that grew around Companhia Siderurgica Nacional (CSN). So, with large numbers of people who came, and still comes, in search of employment and chose and choose Volta Redonda to raise their families and build their stories. But with a crisis surrounding the industry, which was state-owned and was privatized in 1993, the place which provided to a some businessmen in the educational sector a fertile field has become a site of great competition in this school area, and now this is the time that only the best will be settled, which can be obtained from the established strategies.<br>O objetivo geral nesta disserta??o consistiu em analisar o modelo de gest?o adotado nas institui??es de ensino. Os objetivos espec?ficos foram os seguintes: definir gest?o no processo educacional; comparar a??es estrat?gicas adotadas nas escolas pesquisadas; descrever alguns modelos de estrat?gia empresarial e examinar as possibilidades da aplica??o de algumas estrat?gias empresariais em escolas. Quanto aos tipos de pesquisa, foram combinadas as seguintes modalidades: cient?fica, te?rica, descritiva e pesquisa de campo. Quanto aos m?todos, foram utilizados os seguintes: cient?fico, observacional, dedutivo e comparativo. As t?cnicas articuladas na pesquisa de campo foram as seguintes: entrevistas, question?rios e sistematiza??o de conte?dos. A partir da an?lise te?rica pr?tica desta pesquisa, obteve-se uma vis?o particularizada das estrat?gias empresariais no campo da educa??o, de empresas privadas de educa??o b?sica. .Fatores como a comunica??o, as rela??es interpessoais e a gest?o de pessoas s?o pontos com abordagens diferentes na ?rea educacional, visto que a administra??o escolar ? um ramo que merece aten??o e estudos no que diz respeito ? sistematiza??o para que seja poss?vel compreend?-la melhor e, ent?o, situar conceitos de estrat?gia empresarial, de uma forma mais consciente e cient?fica. Por fim, a certeza de que o ensino escolar ? um g?nero de primeira necessidade remete os que lidam com esse ramo empresarial ? responsabilidade de um funcionamento eficaz, o que se torna vi?vel por meio da compreens?o e aplica??o do que h? de mais moderno em administra??o. As institui??es educacionais que foram objeto de estudo situam-se em Volta Redonda, cidade que e cresceu em torno da Companhia Sider?rgica Nacional (CSN). Portanto com grande n?mero de pessoas que vieram, e ainda vem, em busca de emprego e a escolheram e escolhem para criar suas fam?lias e construir suas hist?rias. Por?m, com uma crise em torno da ind?stria, que era estatal e se privatizou em 1993, o lugar, o qual proporcionou a alguns empres?rios no ramo educacional um campo f?rtil, tem se tornado um espa?o de grande competi??o nessa ?rea escolar, chegando a hora de se firmar apenas as melhores, o que poder? ser obtido em fun??o das estrat?gias estabelecidas.
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Coelho, Ana Sofia Ferreira Vicente. "Plano estratégico de comunicação para uma PME portuguesa – Diamantino Coelho & Filho S.A." Master's thesis, Instituto Superior de Ciências Sociais e Políticas, 2015. http://hdl.handle.net/10400.5/11458.
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Dissertação de Mestrado Em Comunicação Social, vertente Comunicação Estratégica<br>Este Projecto de Investigação visa desenvolver um Plano Estratégico de Comunicação adaptado às necessidades e aspirações de uma PME Portuguesa - Diamantino Coelho & Filho, S.A. (DC&F), através da utilização de técnicas de comunicação, tais como: as Relações Públicas, Publicidade, Promoção de Vendas, Venda Pessoal, Comunicação Digital, entre outras. Recorre-se ao Estudo de Caso, usando técnicas de recolha de dados, tais como: a pesquisa bibliográfica, a análise documental e a observação participante. O Plano de Comunicação desenvolvido foi aplicado durante os meses de Fevereiro, Março e Abril de 2015. Após o término do período de execução do plano, procedeu-se à avaliação dos resultados obtidos e à identificação dos problemas encontrados, delineando um Plano Estratégico de Comunicação reajustado, que irá ser utilizado no futuro.<br>This research project aims to develop a Strategic Communication Plan tailored to the needs and aspirations for Portuguese SME – Diamantino Coelho & Filho, S.A. (DC&F), through the use of communication techniques such as Public Relations, Publicity, Sales Promotion, Personal Branding, WebMarketing, among others. We resort to the case study, using techniques of data collection such as literature search, document analysis and participant observation. The Strategic Plan of Communication was applied during the months of February, March and April 2015. After the implementation, we proceeded to the evaluation of the results and to the identification of the main problems founded, resulting in the development of readjusted Strategic Plan of Communication, to be used in the future.
Books on the topic "Strategic planning Entrepreneurship"
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Crego, Edwin T. Strategic planning for the entrepreneurial business. American Management Institute, 1988.
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Lahti, Arto. Entrepreneurship: An economic perspective. Helsingin Kauppakorkeakoulun Kuvalaitos, 1987.
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1944-, Welsch Harold P., ed. Strategic entrepreneurial growth. 2nd ed. Thomson/South-Western, 2004.
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Second stage entrepreneurship: Ten proven strategies for driving aggressive growth. Palgrave Macmillan, 2013.
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Lattmann, Massimo S. Erfolgsfaktoren innovativer Unternehmen: Entrepreneurship, Strategie, Kultur aus unternehmerischer Erfahrung. Verlag Neue Zürcher Zeitung, 2007.
Find full textBook chapters on the topic "Strategic planning Entrepreneurship"
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Shumali, Suhair Ibrahim, Mohammad Kamal Abuamsha, and Anas Jawad Nassar. "Strategic Planning in Palestinian Public Universities and Its Role in Sustainable Development." In The Importance of New Technologies and Entrepreneurship in Business Development: In The Context of Economic Diversity in Developing Countries. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-69221-6_148.
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Soyinka, Oluwole, and Alain Chiaradia. "Visual Analytics of Urban Informality and Infrastructure Planning with Tableau for Sustainable Urban Design Research Strategies in Lagos Metropolis." In Advances in Creativity, Innovation, Entrepreneurship and Communication of Design. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80094-9_72.
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"Strategic Planning." In Encyclopedia of Creativity, Invention, Innovation and Entrepreneurship. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-15347-6_301502.
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Suklev, Bobek George, Filip Fidanoski, Kiril Simeonovski, Vesna Mateska, and Aleksandra Zlatanoska. "Strategic Planning in Entrepreneurial Companies." In Advances in Business Strategy and Competitive Advantage. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8348-8.ch028.
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Innovation is wheel of change and development. Moreover, strategic planning is wheel and new mode of innovation and entrepreneurship. A growing body of literature, under the title of strategy planning and entrepreneurship, addresses the question of how strategic planning impacts on company's performance, competitive advantages, growth and market share. Therefore, almost every section in the chapter contains reports from empirical research conducted to investigate the different aspects of strategic planning in entrepreneurial companies worldwide. The research includes the most interesting parts of planning and entrepreneurship such as: environment, innovation, planning outcomes, benefits, limitations, etc. We find that surveyed companies introduce planning mostly because of their desire for growth, most of them use the entrepreneurial strategic mode, and their average time horizon for planning is less than three years. Importantly, this chapter opens the scientific door and avenue for new soundly empirical/theoretical studies and creative insights about strategic planning and entrepreneurship.
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"Venture Strategic Market Targeting, Management, and Planning—Can We Sell in a Demand-Driven Strategic-Opportunity Target Market? Who Buys, How Many, When, How, Where?" In Entrepreneurship. Routledge, 2014. http://dx.doi.org/10.4324/9781315704609-14.
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Nasereddin, Ahmad Yacoub. "Entrepreneurship Strategies in the Arab World." In Strategic Thinking, Planning, and Management Practice in the Arab World. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8048-5.ch005.
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The aim of this chapter is to explore the concept and practical implications of entrepreneurship and its importance in developing new projects, and to encourage Arab youth self-reliance by using entrepreneurship as a tool for creating value and developing successful and unique ideas. This leads to a discussion of entrepreneurship strategies in business, highlighting that the success of any new entrepreneurial projects depends on having appropriate opportunity, sufficient resources, and dedicated leader. Once these factors are in place, the entrepreneurial project must adopt an appropriate strategy, new entry, imitating, or adaptive strategy. The chapter is divided into four parts. The first presents the concepts of leadership and pioneering projects and their importance in community development. The second deals with the analysis of a pilot project. The third deals with analyzing, discussing, evaluating, and criticizing entrepreneurship strategies. And the fourth presents a summary of the subject and a set of recommendations. The chapter is concludes with recommendations and suggests solutions to ensure effectiveness of the adopted entrepreneurship strategy.
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Benevides, Sâmia Laise Manthey, Flávio de São Pedro Filho, Maria José Madeira, Irene Yoko Taguchi Sakuno, and Valeria Arenhardt. "Social Entrepreneurship and Innovation." In Advances in Electronic Government, Digital Divide, and Regional Development. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7937-3.ch012.
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This chapter aims to identify and analyze the main strategies for the qualification of inbound tourism and hospitality. This study is supported by the theory of planned behavior and concepts of inbound tourism, hospitality, creativity, and innovation. The study uses method of case study, as methodological procedures workshops were held with stakeholders of Rondônia tourism trading; there were collection of data, participant observation, and an analysis of documents, allowing critique about the causal relationship. The SWOT matrix was applied in the production of the survey report. As a result, there has been a recognition of the tourism potential in the scenario and the necessity for strategic planning of the attributes; valid elements for social innovation by qualifying strategies for inbound tourism and hospitality are indicated. The originality is on proposing strategies that empower the marginalized and socially excluded population, promoted the touristic resources, indicate management alternatives to qualify the inbound and hospitality, and contribute to the regional development.
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Baedke, Laurie K. "Entrepreneurship Basics for Practitioners." In Handbook of Private Practice. Oxford University Press, 2017. http://dx.doi.org/10.1093/med:psych/9780190272166.003.0008.
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This chapter explores the attributes of success in clinical practice and entrepreneurship and the traits and roles of individuals who are best suited for clinician entrepreneurship. Traditional business models are reviewed and compared to alternative and innovative new private practice arrangements, such as telepractice, that are available to today’s mental health professional. Entrepreneurial myths and stereotypes are identified and examined so that the reader can avoid common pitfalls in business ownership. The advantages and disadvantages of entrepreneurship are outlined, and the importance of vision is emphasized. Resources and recommended readings are provided to further inform and educate the reader about entrepreneurship, strategic planning, business development, and business success.
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Bercu, Ana-Maria, and Dan Lupu. "Entrepreneurial Competencies as Strategic Tools." In Developing Entrepreneurial Competencies for Start-Ups and Small Business. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2714-6.ch002.
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The debates about entrepreneurial competencies have increased in number. The study aims to develop the main key components of entrepreneurship as a competence for SMEs in Eastern European Countries (EEC). The development of our study will include a literature review of the concepts and theories in the field, an inventory of the required skills and competencies for SMEs in EEC from three dimensions: a personal one, in terms of motivation and performance; material, as financial resources; and non-material, in terms of attitudes, skills, and behaviors. For the emerging markets, the study is important for revealing the entrepreneurial competencies as tools for strategically planning with impact on the entrepreneurial climate. Implications for the strategic development of the firms will be discussed.
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Derera, Evelyn, and Cynthia Shayamunda. "Marketing in Social Ventures." In Incorporating Business Models and Strategies into Social Entrepreneurship. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-8748-6.ch007.
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This chapter focuses on the role of marketing in social ventures. The unique marketing challenges that social enterprises face including the various criticisms for marketing in the social venture context will be identified and; suggestions as to how these challenges could be dealt with are provided. Consideration will also be given to Strategic Marketing Planning with a discussion of how social ventures can carry out marketing audits through the utilization of key analytical tools which facilitate the mapping out of the strategic direction and collaborative or competitive strategies for social ventures. Attention will also be given to the development and implementation of segmentation, positioning, communications and fundraising strategies that will promote efficiency and innovation which will enable social ventures to leverage scarce public and philanthropic resources.
Conference papers on the topic "Strategic planning Entrepreneurship"
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Li, Cheng-Lung, and Stephanie A. Alvarenga. "Strategic Marketing Planning in a Small Enterprise: A Case Study of a Construction Company in El Salvador." In Ninth International Conference on Entrepreneurship and Business Management (ICEBM 2020). Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210507.007.
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Ozdoeva, Alina, and Denis Seleznev. "Tools for innovation strategies." In International Conference "Computing for Physics and Technology - CPT2020". Bryansk State Technical University, 2020. http://dx.doi.org/10.30987/conferencearticle_5fce2771a37ca5.74416745.
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The current article is devoted to search tools for determining the optimal solution and forming the optimal company strategy for small innovative companies in the business innovation environment of the oil and gas complex. The main area of research in the article is the reasons for the difficulties of innovative Russian entrepreneurship and its entry into the domestic market and work in this market. We also consider tools such as SWIFT-analysis of assessment and forecasting of the company's performance, the portfolio model of BCG (Boston consulting group), a multi-factor matrix for selecting strategies for the most effective planning of the company's activities, as an improved version of the Arthur D. Little model. At the same time, the study revealed that a wider range of project and strategic opportunities for planning and managing a company is formed by the production and economic matrix using SWOT analysis. Thus, based on this study, the following recommendations were formulated for beginning entrepreneurs and developers in the field of innovation: take into account and apply the strategy for small innovative enterprises according to the SWOT analysis for monitoring and forecasting upcoming events (production or economic); use marketing research tools, as well as forms for planning a product plan for the life of the company; take into account that the forecast should be based on strategic analysis, using the optimal method for specific goals, and be the starting point for developing new models and business development plans.
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Pelse, Modrite, and Maira Lescevica. "Analysis of digitalization referred to in strategic policy documents in the lifelong education context." In 21st International Scientific Conference "Economic Science for Rural Development 2020". Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2020. http://dx.doi.org/10.22616/esrd.2020.54.030.
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Previous research studies on digitalization as an important driver of development has been largely discussed in the context of entrepreneurship, determining its effects on economic growth. Over the past decade, the role of digitalization in public administration – in providing quality and user-friendly services – has been stressed, with less emphasis being placed on its importance in strategic planning. The driving force of change is digital transformation, which requires digital skills and knowledge. The digital literacy of European Union residents has improved, yet in seven EU Member States it was rated as low or very low. Lifelong education helps to deal with this problem, and it has become a necessity for the entire society. The aim of the present research is to determine the role of digitalization in strategic policy documents in the context of lifelong education. The paper analysed the National Development Plan of Latvia 2021-2027 (final version), the Digital Agenda 2020 for Estonia and the Progress Strategy “Lithuania 2030”. The mentioned strategic documents have set a number of goals and objectives directly relating to the implementation of digitalization in order to facilitate the work of society, enterprises and public administration. The policy documents refer to digitalization in lifelong education as mostly a communication and information tool requiring adequate digital skills to be provided by educational institutions. The research employed the monographic, content analysis and descriptive methods. The strategic policy documents of Latvia have been compared with the corresponding documents of the other Baltic States, as the historical and economic development of the countries has followed a relatively similar scenario, and all the Baltic States are EU Member States.
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Bale, Inga, and Anita Auzina. "Social entrepreneurship as a tool for the development of non-government organization’s activities: a case study of the association "Oranzais stars"." In 21st International Scientific Conference "Economic Science for Rural Development 2020". Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2020. http://dx.doi.org/10.22616/esrd.2020.53.016.
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In Latvia, de-institutionalization is gradually taking place, which is envisaged in the European Social Development Plan at the level of public policy. In Latvia, the non-governmental sector (NGO) sector is largely dependent on external funding. In addition, competition for external financing is increasing. One of the solutions to reduce the effect of external financing is to engage in economic activity. Social entrepreneurship is becoming increasingly popular in Latvia - a business model that allows economic activities to be carried out without losing the mission, goals and social impact of NGOs. Social entrepreneurship is a way of effectively addressing the concerns of different groups at risk of social exclusion, which can have a positive long-term impact on the development of both the city and society itself. Social entrepreneurship has the potential to solve various social problems, thus facilitating municipal work and reducing municipal budget expenditures. For municipalities, social enterprises are a tool for solving social problems, which allows them to solve social problems in the municipalities by using a trans-regional approach, without taking risks on investments, failure, changes in market demand. The aim of the study is to create scenarios for the development of NGO activities, using the example of Association “Oranzais stars” (Orange Ray). Main research methods used: monographic method, strategic analysis and planning methods - PEST, SWOT, VRIO matrix, scenario method. The main result of the methods applied in the thesis is the development of a suitable and sustainable business model as the society moves towards the implementation of social entrepreneurship.
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Kárpáti, Zoltán. "Professionalization of Family Firms: Striking a Balance Between Personal and Non-Personal Factors." In New Horizons in Business and Management Studies. Conference Proceedings. Corvinus University of Budapest, 2021. http://dx.doi.org/10.14267/978-963-503-867-1_12.
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The amount of research on family businesses’ analysis has increased significantly in recent years, thus showing the high importance of the topic. In most countries, family businesses occupy a prominent place in contributing to the economy with the added value they produce. However, less attention has been paid to the professionalization of family businesses and the exploration and presentation of the related literature. The professionalization of family business is a significant research concern in the entrepreneurship and governance literature. In the context of family businesses, professionalization initially meant nothing more than hiring an outside, non-family manager. For today, the content of professionalization has expanded, and a multidimensional model has evolved: a broader, deeper understanding has evolved, which involves other vital aspects such as developing formal control and human resource systems, decentralization of authority, formal strategic planning, or top-level activeness. This study aims to present the essential international literature on professionalization and provide a comprehensive overview of the studies published. The literature review mainly summarizes the results of the last twenty years and closely related articles. The paper follows the next logic; in the first part, the definition of professionalization is introduced along with its benefits and challenges. Then, based on the research methodology presented, the related empirical and theoretical studies are examined. In the end, the review summarizes the key findings in a table.
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Steinbergs, Kaspars, and Renate Cane. "Entrepreneurship in Cultural and Creative Industries as a Factor Promoting Regional Development." In 22nd International Scientific Conference. “Economic Science for Rural Development 2021”. Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2021. http://dx.doi.org/10.22616/esrd.2021.55.020.
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The term creative industries began to be used in the second half of the nineties of last century, and since then it has started to appear in scientific research as well in the policy planning documents and processes in Latvia. For example, The Sustainable Development Strategy of Latvia until 2030 emphasizes both the importance of creative industries and the connection with the formation of a creative urban environment. The National Development Plan of Latvia for 2021-2027 highlights the importance of development of small businesses, including in creative industries and tourism in economically weaker regions. However, the development of creative industries entrepreneurship in the regions of Latvia is a little-studied topic so far. Previous studies on creative industries focus on their development in Riga, on their role in economic development and on general conceptual ideas. Aim of this study is to analyse activities set in the municipal planning documents to promote the development of creative industries and to assess the impact of creative industries entrepreneurship on regional development. The research is based on the analysis of the regional policy planning documents and on interviews with representatives of creative industries and with regional development planners. Research results showed that, while national policy planning documents stress that creative industries have an important role in the regional development, only a small number of local development plans highlight this role. Moreover, these documents are not always properly and effectively implemented. On the other hand, case studies showed that appropriate initiatives foster entrepreneurship in creative industries and they can play a key role in regional development.