Strategic entrepreneurship:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Prentice Hall Financial Times
2006
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| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXXIV, 613 S. graph. Darst. |
| ISBN: | 027370642X 9780273706427 |
Internformat
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| 100 | 1 | |a Wickham, Philip A. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Strategic entrepreneurship |c Philip A. Wickham |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a Harlow [u.a.] |b Prentice Hall Financial Times |c 2006 | |
| 300 | |a XXXIV, 613 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Management - Strategija - Poslovne odločitve - Učbeniki za visoke šole |2 ssg | |
| 650 | 4 | |a Podjetja - Gospodarsko poslovanje - Poslovni stiki - Učbeniki za visoke šole | |
| 650 | 4 | |a Podjetja - Kontinuirano vodenje procesov - Poslovno tveganje - Učbeniki za visoke šole | |
| 650 | 4 | |a Podjetništvo - Podjetniške priložnosti - Kompleksnost - Učbeniki za visoke šole | |
| 650 | 4 | |a Podjetništvo - Podjetniško poslovanje - Pospeševanje podjetništva - Učbeniki za visoke šole | |
| 650 | 4 | |a Podjetništvo - Strategija podjetij - Konfrontacija - Učbeniki za visoke šole | |
| 650 | 4 | |a Podjetništvo - Študij podjetništva - Raziskovalna dejavnost - Učbeniki za visoke šole | |
| 650 | 4 | |a Samostojni podjetniki - Posameznik - Makroekonomska regulacija - Učbeniki za visoke šole | |
| 650 | 4 | |a Decision making | |
| 650 | 4 | |a Entrepreneurship | |
| 650 | 4 | |a Entrepreneurship |x Risk factors | |
| 650 | 4 | |a New business enterprises |x Management | |
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| 650 | 0 | 7 | |a Unternehmensgründung |0 (DE-588)4078599-3 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| _version_ | 1804135528798355456 |
|---|---|
| adam_text | Brief Contents
Preface to the fourth edition xxiv
Acknowledgements xxvii
Guided tour xxix
Prologue: entrepreneurship in the modern world xxxi
Part 1 The entrepreneur as an individual 1
1 The nature of entrepreneurship 3
2 Types of entrepreneur 34
3 The entrepreneurial personality 50
4 Entrepreneurship, cognition and decision making 71
5 Taking the entrepreneurial option 94
Part 2 The entrepreneur in the macroeconomic environment 121
6 The economic function of the entrepreneur 123
7 Entrepreneurship and economic development 159
8 Not for profit and public entrepreneurship 180
9 Success, stakeholders and social responsibility 192
Part 3 The entrepreneurial process and new venture creation 219
10 The entrepreneurial process 221
11 The nature of business opportunity 235
12 Resources in the entrepreneurial venture 255
13 The entrepreneurial venture and the entrepreneurial organisation 273
14 Intrapreneurship 293
15 The changing role of the entrepreneur in
the consolidated organisation 304
Part 4 Choosing a direction 319
16 Entrepreneurial vision 321
17 The entrepreneurial mission 334
18 The strategy for the venture 349
19 The business plan: an entrepreneurial tool 374
20 Gaining financial support: issues and approaches 398
Part 5 Initiating and developing the new venture 427
21 The strategic window: identifying and analysing the gap for the
new business 429
22 Seeing the window: scanning for opportunity 441
23 Locating and measuring the window: positioning the new venture 458
24 Opening the window: gaining commitment 475
1
25 Closing the window: sustaining competitiveness 493
26 The dimensions of business growth 514
27 Consolidating the venture 554
28 Making your contribution: researching entrepreneurship 566
Index 586
Preface to the fourth edition xxiv
Acknowledgements xxvii
Guided tour xxix
Prologue: entrepreneurship in the modern world xxxi
Part 1 The entrepreneur as an individual 1
Chapter 1 The nature of entrepreneurship 3
1.1 What is entrepreneurship? 3
1.2 The entrepreneur s tasks 5
Owning organisations 5
Founding new organisations 6
Bringing innovations to market 7
Identification of market opportunity 7
Application of expertise 8
Provision of leadership 8
The entrepreneur as manager 9
1.3 The role of the entrepreneur 9
Combination of economic factors 9
Providing market efficiency 10
Accepting risk 10
Maximising investors returns 11
Processing of market information 11
1.4 The entrepreneur as a person 12
The great person 12
Social misfit 12
Personality type 13
Personality trait 13
Social development approaches 14
Cognitive approaches 15
1.5 Entrepreneurship: a style of management 15
A focus on change 16
A focus on opportunity 16
Organisation wide management 16
Entrepreneurial managers as venturers 17
1.6 The human dimension: leadership, power and motivation 17
Power 19
Motivation 20
vii
Summary of key ideas 23
Research themes 24
Key readings 25
Suggestions for further reading 25
Selected case material 28
Discussion points 33
Chapter 2 Types of entrepreneur 34
2.1 Classifying entrepreneurs 34
2.2 Serial and portfolio entrepreneurship 38
2.3 Entrepreneurship and small business management: a distinction 39
Innovation 41
Potential for growth 41
Strategic objectives 41
Summary of key ideas 43
Research themes 43
Key readings 45
Suggestions for further reading 45
Selected case material 47
Discussion point 49
Chapter 3 The entrepreneurial personality 50
3.1 Personality and entrepreneurship: some theoretical issues 50
Instrumentalisation of the concept of entrepreneurship 51
Instrumentalisation of personality 51
Ontology of personality 52
Theoretical pragmatics 52
3.2 Schools of thinking on personality 53
Psychodynamic approaches 54
Dispositional approaches 55
Biological approaches 55
Evolutionary psychological approaches 56
Phenomenological approaches 56
Behavioural approaches 57
Social cognitive learning approaches 57
Attribution based approaches 58
The limitations of personality models 59
3.3 Entrepreneurship and psychometric testing 59
Summary of key ideas 62
Research themes 62
Key readings 64
Suggestions for further reading 64
Selected case material 68
Discussion point 70
Chapter 4 Entrepreneurship, cognition and decision making 71 ]
4.1 Cognitive aspects of entrepreneurship 71 !
4.2 Entrepreneurship and human decision making 74
Anchoring bias 75
Availability bias 75
Represtativeness bias and base rate neglect 75
4.3 Entrepreneurial confidence and overconfidence 77
4.4 Entrepreneurs and the human response to risk 78
Prospect theory 78
Summary of key ideas 81
Research themes 83
Key readings 83
Suggestions for further reading 84
Selected case material 87
Discussion point 93
Chapter 5 Taking the entrepreneurial option 94
5.1 Who becomes an entrepreneur? 94
The inventor 94
The unfulfilled manager 95
The displaced manager 95
The young professional 96
The excluded 96
5.2 Characteristics of the successful entrepreneur 97
Hard work 98
Self starting 98
Setting of personal goals 98
Resilience 98
Confidence 98
Receptiveness to new ideas 98
Assertiveness 99
Information seeking 99
Eager to learn 99
Attuned to opportunity 99
Receptive to change 99
Committment to others 99
Comfort with power 99
5.3 Entrepreneurial skills 100
5.4 The supply of entrepreneurs 102
5.5 Influences on the move to entrepreneurship 104
Knowledge 106
Possibility 106
Risk 107
Valence 107
5.6 The initiation decision 108
ix
5.7 The initiation process 109
Summary of key ideas 110
Research themes HO
Key readings 112
Suggestions for further reading 112
Selected case material 115
Discussion point 119
Part 2 The entrepreneur in the macroeconomic environment 121
Chapter 6 The economic function of the entrepreneur 123
6.1 The entrepreneur in economic theory 124
The neo classical school 124
Austrian School economics 126
Heterogeneous demand theory 127
Differential advantage theory 128
Industrial organisation economics 129
Resource based theory 130
Competence based theory 131
Transaction cost economics 132
Evolutionary economics 134
Economic sociology 137
6.2 Entrepreneurship: wealth, utility and welfare 138
Entrepreneurs, wealth creation and distribution 138
Entrepreneurs and social welfare 140
The determinacy of entrepreneurial behaviour 141
Moral judgements about entrepreneurs 142
6.3 Entrepreneurship and information 143
Types of informational asymmetry 144
Contracts under informational asymmetry 147
Summary of key ideas 149
Research themes 150
Key readings 151
Suggestions for further reading 151
Selected case material 155
Discussion point 158
Chapter 7 Entrepreneurship and economic development 159
7.1 Entrepreneurship, economic performance and economic growth 159
7.2 National governance and entrepreneurship 161
Legalising entrepreneurship 162
Size of the public sector 162
Tariffs and trade barriers 162
Taxation policies 162 ;
Inward investment policies 163 j
Finance supply 164 i
Legislative environment 164
Customs and excise policy 164
Ethnic and religious discrimination 164
Corruption 165
7.3 National culture and entrepreneurial inclination 165
Language 167
Religious beliefs 167
Personal relationships 168
Attitude towa rds i n novation 168
Networks 169
Summary of key ideas 169
Research themes 170
Key readings 171
Suggestions for further reading 171
Selected case material 175
Discussion points 179
Chapter 8 Not for profit and public entrepreneurship 180
8.1 The conceptual challenge of social entrepreneurship 180
8.2 Is the social entrepreneur really an entrepreneur? 182
8.3 Distinguishing the social entrepreneur from the classical entrepreneur 183
Summary of key ideas 185
Research themes 186
Key readings 186
Suggestions for further reading 186
Selected case material 188
Discussion points 191
Chapter 9 Success, stakeholders and social responsibility 192
9.1 Defining success 192
9.2 Success factors for the new venture 194
The venture exploits a significant opportunity 195
The opportunity the venture aims to exploit is well defined 195
The innovation on which the venture is based is valuable 195
The entrepreneur brings the rights skills to the venture 195
The business has the right people 195
The organisation has a learning culture and its people a positive attitude 196
Effective use of the network 196
Financial resources are available 196
The venture has clear goals and its expectations are understood 196
xi
9.3 Measuring success and setting objectives 197
9.4 Success and social responsibility 198
The first dimension: the people to whom the venture has a social
responsibility 199
The second dimension: the levels of social responsibility accepted 201
The third dimension: the issues that form part of the venture s
social responsibility 202
The fourth dimension: the venture s approach to its social responsibility 202
9.5 Social responsibility and business performance 204
9.6 Understanding failure 205
1 The business continues to exist as a legal entity under the control of
the entrepreneur 206
2 The business continues to exist as an independent entity but
the entrepreneur loses control 207
3 The business does not continue to exist as an independent entity 207
Managing failure 208
Summary of key ideas 209
Research themes 209
Key readings 210
Suggestions for further reading 210
Selected case material 213
Discussion points 217
Part 3 The entrepreneurial process and newventure creation 219
Chapter 10 The entrepreneurial process 221
10.1 Making a difference: entrepreneurship and the drive for change 221
The financial dimension: the potential to create new value 221
The personal dimension: the potential to achieve personal goals 222
The social dimension: the potential for structural change 222
10.2 The entrepreneurial process opportunity, organisation and resources 223
The entrepreneur 223
Opportunity 223
Organisation 224
Resources 225
10.3 The entrepreneurial process: action and the dynamics of success 225
Opportunity organisation fit 226
Resource organisation configuration 226
Resource opportunity focus 227
Learning organisations 227
Summary of key ideas 228
Research themes 229
Key readings 229
Suggestions for further reading 229
Selected case material 230
Discussion point 234
Chapter 11 The nature of business opportunity 235 £
11.1 The landscape of business opportunity 235 §
11.2 Innovation and the exploitation of opportunity 236
New products 237
New services 237
New production techniques 238
New operating pratices 238
New ways of delivering the product or service to the customer 238
New means of informing the customer about the product 238
New ways of managing relationships within the organisation 239
New ways of managing relationships between organisations 239
Multiple innovation 239
11.3 High and low innovation entrepreneurship 240
11.4 Opportunity and entrepreneurial motivation 240
Entrepreneurs are attuned to opportunity 240
Opportunity must take priority over innovation 242
Identifying real opportunities demands knowledge 242
11.5 The opportunity to create wealth 243
Reinvestment 243
Rewarding stakeholders 243
Investment in other ventures 243
Personal reward 244
Keeping the score 244
11.6 The opportunity to distribute wealth 244
Employees 244
Investors 245
Suppliers 245
Customers 245
The local community 246
Government 246
Distribution of rewards 246
11.7 Entrepreneurship: risk, ambiguity and uncertainty 247
Summary of key ideas 249
Research themes 249
Key readings 249
Suggestions for further reading 250
Selected case material 251
Discussion point 254
Chapter 12 Resources in the entrepreneurial venture 255
12.1 Resources available to the entrepreneur 255
12.2 Financial resources 256
12.3 Operating resources 258
12.4 Human resources 259
12.5 Organisational process and learning as resources 260
xiii
12.6 Resources, investment and risk 262
12.7 Stretch and leverage of entrepreneurial resources 264
Summary of key ideas 266
Research themes 266
Key readings 267
Suggestions for further reading 268
Selected case material 269
Discussion points 272
Chapter 13 The entrepreneurial venture and the entrepreneurial
organisation 273
13.1 The concept of organisation 273
The organisation as co ordinator of actions 274
The organisation as an independent agent 274
The organisation as a network of contracts 275
The organisation as a collection of resources 275
The organisation as a system 275
The organisation as a processor of information 276
13.2 Organisation and the control of resources 276
Directed action 277
Routines and procedures 278
Organisational strategy 278
Organisational culture 278
Communicated vision 278
The hierarchy of resource control devices 279
13.3 Markets and hierarchies 279
13.4 Networks 281
13.5 The extended organisation and the hollow organisation 282
The extended organisation 283
The hollow organisation 284
Factors affecting the choice of organisational form 285
Summary of key ideas 287
Research themes 287
Key readings 287
Suggestions for further reading 288
Selected case material 289
Discussion point 292
Chapter 14 Intrapreneurship 293
14.1 The nature of intrapreneurship 293
14.2 The challenges to intrapreneurship 295
Existing managers comfort 295
Decision making control 295
Internal politics 295
Rewards for the entrepreneur 295
Summary of key ideas 296
Research themes 296 j
Key readings 297
Suggestions for further reading 297 t
Selected case material 298
Discussion points 303
Chapter 15 The changing role of the entrepreneur in the
consolidated organisation 304
15.1 The entrepreneur versus the chief executive 304
Internal co ordination versus external promotion 304
Managing continuity versus driving change 305
Management by right versus management by appointment 305
15.2 The dangers of entrepreneurial control in the mature organisation 306
15.3 The role of the founding entrepreneur in the mature organisation 308
Chief executive 308
Visionary leader 309
Manager of business development 309
Technical specialist 309
Promoter of the venture 310
Entrepreneur in an alternative venture 310
15.4 Succession in the entrepreneurial business 310
The need for continuity ... 310
Choosing a successor 311
Mentoring 311
Remember the business 312
Summary of key ideas 312
Research themes 313
Key readings 313
Suggestions for further reading 313
Selected case material 314
Discussion points 317
Part 4 Choosing a direction 319
Chapter 16 Entrepreneurial vision 321
16.1 What is entrepreneurial vision? 321
16.2 Developing and shaping vision 322
16.3 Communicating and sharing vision 323
I have a dream ... 324
Talking specific goals 324
Talking strategy 324
Story telling 325
Why things can be better 325
What s in it for you 325
Selecting a communication strategy 326
xv
16.4 Entrepreneurship and strategic foresight 326
Summary of key ideas 32
Research themes 328
Key readings 328
Suggestions for further reading 328
Selected case material 330
Discussion points 333
Chapter 17 The entrepreneurial mission 334
17.1 Why a well defined mission can help the venture 334
It articulates the entrepreneur s vision 334
It encourages analysis of the venture 334
It defines the scope of the business 335
It provides a guide for setting objectives 33^
It clarifies strategic options 335
It facilitates communication about the venture to potential investors 335
It draws together disparate internal stakeholder groups 335
It provides a constant point of reference during periods of change 336
It acts as an aide memoire for customers and suppliers 336
Key features of the mission 336
17.2 What a mission statement should include 33?
17.3 Developing the mission statement 338
Development through consensus 339
Development by imposition 340
Choice of approach 340
17.4 Articulating the mission statement 340
Summary of key ideas 341
Research themes 341
Key readings 342
Suggestions for further reading 342
Selected case material 343
Discussion points 348
Chapter 18 The strategy for the venture 349
18.1 What is a business strategy? 349
Strategy content 349
18.2 Strategy process in the entrepreneurial business 352
The link between existing strategy content and the strategy content
achieved in the future 354
The link between existing strategy content and desired strategy content 355
The link between desired strategy content and achieved strategy content 356
18.3 Controlling strategy process in the venture 357
Decisions relating to the development of the mission 357
Decisions relating to the development of strategy 357
Decisions relating to the control of resources 358
Decisions relating to the way objectives will be set, monitored and rewarded 358
18.4 Why a well defined strategy can help the venture 358
A strategy . . . 359
Vision, mission and strategy in the entrepreneurial process 360
18.5 An overview of entrepreneurial entry strategies 361
Product market domain 362
Competitive approach 363
Choice of entry strategy 363
18.6 Talking strategy: entrepreneurial strategic heuristics 364
Summary of key ideas 366
Research themes 367
Key readings 367
Suggestions for further reading 368
Selected case material 369
Discussion points 373
Chapter 19 The business plan: an entrepreneurial tool 374
19.1 Planning and performance 374
19.2 The role of the business plan 375
As a tool for analysis 376
As a tool for synthesis 376
As a tool for communication 376
As a call to action 376
19.3 What a business plan should include 377
19.4 Business planning: analysis and synthesis 379
19.5 Business planning: action and communication 380
Investors 381
Employees 381
Important customers 382
Major suppliers 382
19.6 Structuring and articulating the business plan: the Pyramid Principle 382
19.7 Strategy, planning and flexibility 389
Focus on ends rather than means 389
Challenge assumptions 389
Model scenarios 389
Create strategic flexibility 389
Leave space to learn 390
Summary of key ideas 390
Research themes 391
Key readings 391
Suggestions for further reading 392
Selected case material 393
Discussion points 397
xvii
Chapter 20 Gaining financial support: issues and approaches 398
20.1 Sources and types of financial investment 398
Entrepreneur s own capital 399
Informal investors 399
Internal capital networks 399
Retained capital 399
Business angels 400
Retail banking 400
Corporate banking 400
Venture capital 400
Public flotation 401
Government 401
Commercial partnerships 401
Micro finance 402
Choice of capital supply 402
20.2 How backers select investment opportunities 402
Stage 1: Deal origination 404
Stage 2: Deal screening 404
Stage 3: Deal evaluation 405
Stage 4: Deal structuring 405
Stage 5: Post investment activity 405
20.3 The questions that investors need answering 406
Is the venture of the right type? 407
How much investment is required? 407
What return is likely? 407
What is the growth stage of the venture? 408
What projects will the capital be used for? 408
What is the potential for the venture? 408
What are the risks for the venture? 408
How does the investor get in? 408
How does the investor get out? 409
What post investment monitoring procedures will be in place? 409
What control mechanisms will be available? 409
Communication skills 409
20.4 Playing the game: game theoretical ideas on the
entrepreneur investor relationship 410
Practical resolution of the dilemma 415
Summary of key ideas 417
Research themes 418
Key readings 419
Suggestions for further reading 419
Selected case material 422
Discussion points 425
Part 5 Initiating and developing the new venture 427
Chapter 21 The strategic window: identifying and analysing the gap for
the new business 429
21.1 Why existing businesses leave gaps in the market 429
Established businesses fail to see new opportunities 429
New opportunities are thought to be too small 430
Technological inertia 430
Cultural inertia 430
Internal politics 431
Anti trust actions by government 431
Government intervention to support the new entrant 431
Economic perspectives on entrepreneurial gaps 431
A word of warning 433
21.2 The strategic window: a visual metaphor 433
Seeing the window: scanning for new opportunities 434
Locating the window: positioning the new venture 434
Measuring the window 435
Opening the window: gaining commitment 435
Closing the window: sustaining competitiveness 435
Summary of key ideas 435
Research themes 436
Key readings 436
Suggestions for further reading 436
Selected case material 437
Discussion points 440
Chapter 22 Seeing the window: scanning for opportunity 441
22.1 Types of opportunity available 441
The new product 441
The new service 441
New means of production 442
New distribution route 442
Improved service 442
Relationship building 442
22.2 Methods of spotting opportunities 443
Heuristics 443
Problem analysis 443
Customer proposals 444
Creative groups 444
Market mapping 445
Features stretching 445
Features blending 445
The combined approach 445
xix
22.3 Screening and selecting opportunities 446
How large is the opportunity 446
What investment will be necessary? 446
What is the likely return? 446
What are the risks? 446
22.4 Entrepreneurial innovation 447
Summary of key ideas 450
Research themes 450
Key readings 451
Suggestions for further reading 451
Selected case material 452
Discussion point 457
Chapter 23 Locating and measuring the window:
positioning the new venture 458
23.1 The idea of positioning 458
23.2 Stategic positioning 459
Stage in value addition 459
Customer segments addressed 460
Customer needs addressed 461
Means of addressing needs 461
23.3 Market positioning 462
23.4 The need for information 464
23.5 Analysing the market and identifying key issues 465
23.6 Analysing the opportunity 466
23.7 Analysis and planning formality 466
Summary of key ideas 468
Research themes 468
Key readings 471
Suggestions for further reading 471
Selected case material 472
Discussion points 474
Chapter 24 Opening the window: gaining commitment 475
24.1 Entering the network 475
Relationship with investors 476
Relationship with suppliers 476
Relationship with employees 476
Relationship with customers 477
24.2 Gaining financial investment: key issues 478
What level of investment is required? 478
Where is the investment to come from? 479
What is the capital structure of the investment to be? 479
How will the investors be approached? 479
What proposition is to be made to the investors? 480
24.3 Gaining human commitment 480 £
What human skills are required? 481 s
Where will those skills be obtained from? 481 5
What will be offered to attract those who have the skills? 481
How will potential employees be contacted? 481
How will potential employees be evaluated? 482
Should a skill be in house or should it be hired when necessary? 482
Leadership and motivation strategy 483
24.4 Establishing a presence with distributors 483
Summary of key ideas 485
Research themes 485
Key readings 486
Suggestions for further reading 486
Selected case material 487
Discussion points 492
Chapter 25 Closing the window: sustaining competitiveness 493
25.1 Long term success and sustainable competitive advantage 493
Competitive advantage 494
The sources of competitive advantage 494
25.2 How competitive advantage is established 499
Considerations in relation to cost advantages 500
Considerations in relation to knowledge advantages 501
Considerations in relation to relationship advantages 502
Considerations in relation to structural advantages 502
25.3 Maintaining competitive advantage 503
Sustaining cost advantages 503
Sustaining knowledge advantages 504
Sustaining relationship advantages 505
Sustaining structural advantages 506
Summary of key ideas 507
Research themes 508
Key readings 508
Suggestions for further reading 508
Selected case material 510
Discussion points 513
Chapter 26 The dimensions of business growth 514
26.1 Growth as an objective for the venture 514
G rowth and strategy 514
Growth and resources 515
Growth and risk 515
26.2 The process of growth 516
26.3 Financial evaluation of growth 517
The balance sheet 519
xxi
The profit and loss account 519
Ratio analysis 520
26.4 Financial growth 521
The underlying performance (return on investment) of the venture 521
The growth in value of the venture 521
The trend in the risk of the venture 522
The dividends yielded by the venture 523
26.5 Strategic growth 523
Growth and cost advantages 524
Growth and knowledge advantages 528
Growth and relationship advantages 528
Growth and structural advantages 530
26.6 Structural growth 530
Organisation size 531
Operational technology 532
Organisation strategy 532
The organisation s environment 533
Power, control and organisational politics 533
26.7 Organisational growth 533
The resource requirement approach 535
The resource acquisition approach 536
26.8 Controlling and planning for growth 538
26.9 The venture as a theatre for human growth 539
26.10 Conceptualising growth and organisational change 540
Life cycle 540
Evolution 541
The dialectic 542
The trialectic 543
Teleology 544
Chaos 544
Summary of key ideas 546
Research themes 546
Key readings 548
Suggestions for further reading 548
Selected case material 549
Discussion points 553
Chapter 27 Consolidating the venture 554
27.1 What consolidation means 554
27.2 Building success into consolidation 555
27.3 Encouraging intrapreneurship 557
Entrepreneur s comfort 558
Decision making control 559
Internal politics 559
Rewards for the intrapreneur 559
Summary of key ideas 560
Research themes 560
Key readings 561
Suggestions for further reading 561
Selected case material 562
Discussion point 565
Chapter 28 Making your contribution: researching entrepreneurship 566
28.1 Entrepreneurship: an adolescent discipline 566
28.2 Entrepreneurship: the research field 569
The Low and MacMillan classification scheme 570
The Ucbasaran etal. classification scheme 571
The Meyer ef al. classification scheme 572
28.3 Research paradigms in entrepreneurship 575
28.4 Research methodology in entrepreneurship 578
Deductive inductive theorising 578
Survey methods 578
Delphi analysis 579
Econometrics 579
Experimentation 579
Content analysis 579
Discourse analysis 580
Cognitive mapping 580
Case study construction and analysis 580
Ethnomethodology and hermeneutics 581
Summary of key ideas 582
Research themes 582
Key readings 583
Suggestions for further reading 583
Index 586
|
| adam_txt |
Brief Contents
Preface to the fourth edition xxiv
Acknowledgements xxvii
Guided tour xxix
Prologue: entrepreneurship in the modern world xxxi
Part 1 The entrepreneur as an individual 1
1 The nature of entrepreneurship 3
2 Types of entrepreneur 34
3 The entrepreneurial personality 50
4 Entrepreneurship, cognition and decision making 71
5 Taking the entrepreneurial option 94
Part 2 The entrepreneur in the macroeconomic environment 121
6 The economic function of the entrepreneur 123
7 Entrepreneurship and economic development 159
8 Not for profit and public entrepreneurship 180
9 Success, stakeholders and social responsibility 192
Part 3 The entrepreneurial process and new venture creation 219
10 The entrepreneurial process 221
11 The nature of business opportunity 235
12 Resources in the entrepreneurial venture 255
13 The entrepreneurial venture and the entrepreneurial organisation 273
14 Intrapreneurship 293
15 The changing role of the entrepreneur in
the consolidated organisation 304
Part 4 Choosing a direction 319
16 Entrepreneurial vision 321
17 The entrepreneurial mission 334
18 The strategy for the venture 349
19 The business plan: an entrepreneurial tool 374
20 Gaining financial support: issues and approaches 398
Part 5 Initiating and developing the new venture 427
21 The strategic window: identifying and analysing the gap for the
new business 429
22 Seeing the window: scanning for opportunity 441
23 Locating and measuring the window: positioning the new venture 458
24 Opening the window: gaining commitment 475
1
25 Closing the window: sustaining competitiveness 493
26 The dimensions of business growth 514
27 Consolidating the venture 554
28 Making your contribution: researching entrepreneurship 566
Index 586
Preface to the fourth edition xxiv
Acknowledgements xxvii
Guided tour xxix
Prologue: entrepreneurship in the modern world xxxi
Part 1 The entrepreneur as an individual 1
Chapter 1 The nature of entrepreneurship 3
1.1 What is entrepreneurship? 3
1.2 The entrepreneur's tasks 5
Owning organisations 5
Founding new organisations 6
Bringing innovations to market 7
Identification of market opportunity 7
Application of expertise 8
Provision of leadership 8
The entrepreneur as manager 9
1.3 The role of the entrepreneur 9
Combination of economic factors 9
Providing market efficiency 10
Accepting risk 10
Maximising investors' returns 11
Processing of market information 11
1.4 The entrepreneur as a person 12
The 'great person' 12
Social misfit 12
Personality type 13
Personality trait 13
Social development approaches 14
Cognitive approaches 15
1.5 Entrepreneurship: a style of management 15
A focus on change 16
A focus on opportunity 16
Organisation wide management 16
Entrepreneurial managers as venturers 17
1.6 The human dimension: leadership, power and motivation 17
Power 19
Motivation 20
vii
Summary of key ideas 23
Research themes 24
Key readings 25
Suggestions for further reading 25
Selected case material 28
Discussion points 33
Chapter 2 Types of entrepreneur 34
2.1 Classifying entrepreneurs 34
2.2 Serial and portfolio entrepreneurship 38
2.3 Entrepreneurship and small business management: a distinction 39
Innovation 41
Potential for growth 41
Strategic objectives 41
Summary of key ideas 43
Research themes 43
Key readings 45
Suggestions for further reading 45
Selected case material 47
Discussion point 49
Chapter 3 The entrepreneurial personality 50
3.1 Personality and entrepreneurship: some theoretical issues 50
Instrumentalisation of the concept of entrepreneurship 51
Instrumentalisation of personality 51
Ontology of personality 52
Theoretical pragmatics 52
3.2 Schools of thinking on personality 53
Psychodynamic approaches 54
Dispositional approaches 55
Biological approaches 55
Evolutionary psychological approaches 56
Phenomenological approaches 56
Behavioural approaches 57
Social cognitive learning approaches 57
Attribution based approaches 58
The limitations of personality models 59
3.3 Entrepreneurship and psychometric testing 59
Summary of key ideas 62
Research themes 62
Key readings 64
Suggestions for further reading 64
Selected case material 68
Discussion point 70
Chapter 4 Entrepreneurship, cognition and decision making 71 ]
4.1 Cognitive aspects of entrepreneurship 71 !
4.2 Entrepreneurship and human decision making 74
Anchoring bias 75
Availability bias 75
Represtativeness bias and base rate neglect 75
4.3 Entrepreneurial confidence and overconfidence 77
4.4 Entrepreneurs and the human response to risk 78
Prospect theory 78
Summary of key ideas 81
Research themes 83
Key readings 83
Suggestions for further reading 84
Selected case material 87
Discussion point 93
Chapter 5 Taking the entrepreneurial option 94
5.1 Who becomes an entrepreneur? 94
The inventor 94
The unfulfilled manager 95
The displaced manager 95
The young professional 96
The excluded 96
5.2 Characteristics of the successful entrepreneur 97
Hard work 98
Self starting 98
Setting of personal goals 98
Resilience 98
Confidence 98
Receptiveness to new ideas 98
Assertiveness 99
Information seeking 99
Eager to learn 99
Attuned to opportunity 99
Receptive to change 99
Committment to others 99
Comfort with power 99
5.3 Entrepreneurial skills 100
5.4 The supply of entrepreneurs 102
5.5 Influences on the move to entrepreneurship 104
Knowledge 106
Possibility 106
Risk 107
Valence 107
5.6 The initiation decision 108
ix
5.7 The initiation process 109
Summary of key ideas 110
Research themes HO
Key readings 112
Suggestions for further reading 112
Selected case material 115
Discussion point 119
Part 2 The entrepreneur in the macroeconomic environment 121
Chapter 6 The economic function of the entrepreneur 123
6.1 The entrepreneur in economic theory 124
The neo classical school 124
Austrian School economics 126
Heterogeneous demand theory 127
Differential advantage theory 128
Industrial organisation economics 129
Resource based theory 130
Competence based theory 131
Transaction cost economics 132
Evolutionary economics 134
Economic sociology 137
6.2 Entrepreneurship: wealth, utility and welfare 138
Entrepreneurs, wealth creation and distribution 138
Entrepreneurs and social welfare 140
The determinacy of entrepreneurial behaviour 141
Moral judgements about entrepreneurs 142
6.3 Entrepreneurship and information 143
Types of informational asymmetry 144
Contracts under informational asymmetry 147
Summary of key ideas 149
Research themes 150
Key readings 151
Suggestions for further reading 151
Selected case material 155
Discussion point 158
Chapter 7 Entrepreneurship and economic development 159
7.1 Entrepreneurship, economic performance and economic growth 159
7.2 National governance and entrepreneurship 161
Legalising entrepreneurship 162
Size of the public sector 162
Tariffs and trade barriers 162
Taxation policies 162 ;
Inward investment policies 163 j
Finance supply 164 i
Legislative environment 164
Customs and excise policy 164
Ethnic and religious discrimination 164
Corruption 165
7.3 National culture and entrepreneurial inclination 165
Language 167
Religious beliefs 167
Personal relationships 168
Attitude towa rds i n novation 168
Networks 169
Summary of key ideas 169
Research themes 170
Key readings 171
Suggestions for further reading 171
Selected case material 175
Discussion points 179
Chapter 8 Not for profit and public entrepreneurship 180
8.1 The conceptual challenge of social entrepreneurship 180
8.2 Is the social entrepreneur really an entrepreneur? 182
8.3 Distinguishing the social entrepreneur from the classical entrepreneur 183
Summary of key ideas 185
Research themes 186
Key readings 186
Suggestions for further reading 186
Selected case material 188
Discussion points 191
Chapter 9 Success, stakeholders and social responsibility 192
9.1 Defining success 192
9.2 Success factors for the new venture 194
The venture exploits a significant opportunity 195
The opportunity the venture aims to exploit is well defined 195
The innovation on which the venture is based is valuable 195
The entrepreneur brings the rights skills to the venture 195
The business has the right people 195
The organisation has a learning culture and its people a positive attitude 196
Effective use of the network 196
Financial resources are available 196
The venture has clear goals and its expectations are understood 196
xi
9.3 Measuring success and setting objectives 197
9.4 Success and social responsibility 198
The first dimension: the people to whom the venture has a social
responsibility 199
The second dimension: the levels of social responsibility accepted 201
The third dimension: the issues that form part of the venture's
social responsibility 202
The fourth dimension: the venture's approach to its social responsibility 202
9.5 Social responsibility and business performance 204
9.6 Understanding failure 205
1 The business continues to exist as a legal entity under the control of
the entrepreneur 206
2 The business continues to exist as an independent entity but
the entrepreneur loses control 207
3 The business does not continue to exist as an independent entity 207
Managing failure 208
Summary of key ideas 209
Research themes 209
Key readings 210
Suggestions for further reading 210
Selected case material 213
Discussion points 217
Part 3 The entrepreneurial process and newventure creation 219
Chapter 10 The entrepreneurial process 221
10.1 Making a difference: entrepreneurship and the drive for change 221
The financial dimension: the potential to create new value 221
The personal dimension: the potential to achieve personal goals 222
The social dimension: the potential for structural change 222
10.2 The entrepreneurial process opportunity, organisation and resources 223
The entrepreneur 223
Opportunity 223
Organisation 224
Resources 225
10.3 The entrepreneurial process: action and the dynamics of success 225
Opportunity organisation fit 226
Resource organisation configuration 226
Resource opportunity focus 227
Learning organisations 227
Summary of key ideas 228
Research themes 229
Key readings 229
Suggestions for further reading 229
Selected case material 230
Discussion point 234
Chapter 11 The nature of business opportunity 235 £
11.1 The landscape of business opportunity 235 §
11.2 Innovation and the exploitation of opportunity 236
New products 237
New services 237
New production techniques 238
New operating pratices 238
New ways of delivering the product or service to the customer 238
New means of informing the customer about the product 238
New ways of managing relationships within the organisation 239
New ways of managing relationships between organisations 239
Multiple innovation 239
11.3 High and low innovation entrepreneurship 240
11.4 Opportunity and entrepreneurial motivation 240
Entrepreneurs are attuned to opportunity 240
Opportunity must take priority over innovation 242
Identifying real opportunities demands knowledge 242
11.5 The opportunity to create wealth 243
Reinvestment 243
Rewarding stakeholders 243
Investment in other ventures 243
Personal reward 244
Keeping the score 244
11.6 The opportunity to distribute wealth 244
Employees 244
Investors 245
Suppliers 245
Customers 245
The local community 246
Government 246
Distribution of rewards 246
11.7 Entrepreneurship: risk, ambiguity and uncertainty 247
Summary of key ideas 249
Research themes 249
Key readings 249
Suggestions for further reading 250
Selected case material 251
Discussion point 254
Chapter 12 Resources in the entrepreneurial venture 255
12.1 Resources available to the entrepreneur 255
12.2 Financial resources 256
12.3 Operating resources 258
12.4 Human resources 259
12.5 Organisational process and learning as resources 260
xiii
12.6 Resources, investment and risk 262
12.7 Stretch and leverage of entrepreneurial resources 264
Summary of key ideas 266
Research themes 266
Key readings 267
Suggestions for further reading 268
Selected case material 269
Discussion points 272
Chapter 13 The entrepreneurial venture and the entrepreneurial
organisation 273
13.1 The concept of organisation 273
The organisation as co ordinator of actions 274
The organisation as an independent agent 274
The organisation as a network of contracts 275
The organisation as a collection of resources 275
The organisation as a system 275
The organisation as a processor of information 276
13.2 Organisation and the control of resources 276
Directed action 277
Routines and procedures 278
Organisational strategy 278
Organisational culture 278
Communicated vision 278
The hierarchy of resource control devices 279
13.3 Markets and hierarchies 279
13.4 Networks 281
13.5 The extended organisation and the hollow organisation 282
The extended organisation 283
The hollow organisation 284
Factors affecting the choice of organisational form 285
Summary of key ideas 287
Research themes 287
Key readings 287
Suggestions for further reading 288
Selected case material 289
Discussion point 292
Chapter 14 Intrapreneurship 293
14.1 The nature of intrapreneurship 293
14.2 The challenges to intrapreneurship 295
Existing managers' comfort 295
Decision making control 295
Internal politics 295
Rewards for the entrepreneur 295
Summary of key ideas 296
Research themes 296 j
Key readings 297 \
Suggestions for further reading 297 t
Selected case material 298
Discussion points 303
Chapter 15 The changing role of the entrepreneur in the
consolidated organisation 304
15.1 The entrepreneur versus the chief executive 304
Internal co ordination versus external promotion 304
Managing continuity versus driving change 305
Management by 'right' versus management by appointment 305
15.2 The dangers of entrepreneurial control in the mature organisation 306
15.3 The role of the founding entrepreneur in the mature organisation 308
Chief executive 308
Visionary leader 309
Manager of business development 309
Technical specialist 309
Promoter of the venture 310
Entrepreneur in an alternative venture 310
15.4 Succession in the entrepreneurial business 310
The need for continuity . 310
Choosing a successor 311
Mentoring 311
Remember the business 312
Summary of key ideas 312
Research themes 313
Key readings 313
Suggestions for further reading 313
Selected case material 314
Discussion points 317
Part 4 Choosing a direction 319
Chapter 16 Entrepreneurial vision 321
16.1 What is entrepreneurial vision? 321
16.2 Developing and shaping vision 322
16.3 Communicating and sharing vision 323
'I have a dream .' 324
Talking specific goals 324
Talking strategy 324
Story telling 325
Why things can be better 325
What's in it for you 325
Selecting a communication strategy 326
xv
16.4 Entrepreneurship and strategic foresight 326
Summary of key ideas 32'
Research themes 328
Key readings 328
Suggestions for further reading 328
Selected case material 330
Discussion points 333
Chapter 17 The entrepreneurial mission 334
17.1 Why a well defined mission can help the venture 334
It articulates the entrepreneur's vision 334
It encourages analysis of the venture 334
It defines the scope of the business 335
It provides a guide for setting objectives 33^
It clarifies strategic options 335
It facilitates communication about the venture to potential investors 335
It draws together disparate internal stakeholder groups 335
It provides a constant point of reference during periods of change 336
It acts as an aide memoire for customers and suppliers 336
Key features of the mission 336
17.2 What a mission statement should include 33?
17.3 Developing the mission statement 338
Development through consensus 339
Development by imposition 340
Choice of approach 340
17.4 Articulating the mission statement 340
Summary of key ideas 341
Research themes 341
Key readings 342
Suggestions for further reading 342
Selected case material 343
Discussion points 348
Chapter 18 The strategy for the venture 349
18.1 What is a business strategy? 349
Strategy content 349
18.2 Strategy process in the entrepreneurial business 352
The link between existing strategy content and the strategy content
achieved in the future 354
The link between existing strategy content and desired strategy content 355
The link between desired strategy content and achieved strategy content 356
18.3 Controlling strategy process in the venture 357
Decisions relating to the development of the mission 357
Decisions relating to the development of strategy 357
Decisions relating to the control of resources 358
Decisions relating to the way objectives will be set, monitored and rewarded 358
18.4 Why a well defined strategy can help the venture 358
A strategy . . . 359
Vision, mission and strategy in the entrepreneurial process 360
18.5 An overview of entrepreneurial entry strategies 361
Product market domain 362
Competitive approach 363
Choice of entry strategy 363
18.6 Talking strategy: entrepreneurial strategic heuristics 364
Summary of key ideas 366
Research themes 367
Key readings 367
Suggestions for further reading 368
Selected case material 369
Discussion points 373
Chapter 19 The business plan: an entrepreneurial tool 374
19.1 Planning and performance 374
19.2 The role of the business plan 375
As a tool for analysis 376
As a tool for synthesis 376
As a tool for communication 376
As a call to action 376
19.3 What a business plan should include 377
19.4 Business planning: analysis and synthesis 379
19.5 Business planning: action and communication 380
Investors 381
Employees 381
Important customers 382
Major suppliers 382
19.6 Structuring and articulating the business plan: the Pyramid Principle 382
19.7 Strategy, planning and flexibility 389
Focus on ends rather than means 389
Challenge assumptions 389
Model scenarios 389
Create strategic flexibility 389
Leave space to learn 390
Summary of key ideas 390
Research themes 391
Key readings 391
Suggestions for further reading 392
Selected case material 393
Discussion points 397
xvii
Chapter 20 Gaining financial support: issues and approaches 398
20.1 Sources and types of financial investment 398
Entrepreneur's own capital 399
Informal investors 399
Internal capital networks 399
Retained capital 399
Business angels 400
Retail banking 400
Corporate banking 400
Venture capital 400
Public flotation 401
Government 401
Commercial partnerships 401
Micro finance 402
Choice of capital supply 402
20.2 How backers select investment opportunities 402
Stage 1: Deal origination 404
Stage 2: Deal screening 404
Stage 3: Deal evaluation 405
Stage 4: Deal structuring 405
Stage 5: Post investment activity 405
20.3 The questions that investors need answering 406
Is the venture of the right type? 407
How much investment is required? 407
What return is likely? 407
What is the growth stage of the venture? 408
What projects will the capital be used for? 408
What is the potential for the venture? 408
What are the risks for the venture? 408
How does the investor get in? 408
How does the investor get out? 409
What post investment monitoring procedures will be in place? 409
What control mechanisms will be available? 409
Communication skills 409
20.4 Playing the game: game theoretical ideas on the
entrepreneur investor relationship 410
Practical resolution of the dilemma 415
Summary of key ideas 417
Research themes 418
Key readings 419
Suggestions for further reading 419
Selected case material 422
Discussion points 425
Part 5 Initiating and developing the new venture 427
Chapter 21 The strategic window: identifying and analysing the gap for
the new business 429
21.1 Why existing businesses leave gaps in the market 429
Established businesses fail to see new opportunities 429
New opportunities are thought to be too small 430
Technological inertia 430
Cultural inertia 430
Internal politics 431
Anti trust actions by government 431
Government intervention to support the new entrant 431
Economic perspectives on entrepreneurial gaps 431
A word of warning 433
21.2 The strategic window: a visual metaphor 433
Seeing the window: scanning for new opportunities 434
Locating the window: positioning the new venture 434
Measuring the window 435
Opening the window: gaining commitment 435
Closing the window: sustaining competitiveness 435
Summary of key ideas 435
Research themes 436
Key readings 436
Suggestions for further reading 436
Selected case material 437
Discussion points 440
Chapter 22 Seeing the window: scanning for opportunity 441
22.1 Types of opportunity available 441
The new product 441
The new service 441
New means of production 442
New distribution route 442
Improved service 442
Relationship building 442
22.2 Methods of spotting opportunities 443
Heuristics 443
Problem analysis 443
Customer proposals 444
Creative groups 444
Market mapping 445
Features stretching 445
Features blending 445
The combined approach 445
xix
22.3 Screening and selecting opportunities 446
How large is the opportunity 446
What investment will be necessary? 446
What is the likely return? 446
What are the risks? 446
22.4 Entrepreneurial innovation 447
Summary of key ideas 450
Research themes 450
Key readings 451
Suggestions for further reading 451
Selected case material 452
Discussion point 457
Chapter 23 Locating and measuring the window:
positioning the new venture 458
23.1 The idea of positioning 458
23.2 Stategic positioning 459
Stage in value addition 459
Customer segments addressed 460
Customer needs addressed 461
Means of addressing needs 461
23.3 Market positioning 462
23.4 The need for information 464
23.5 Analysing the market and identifying key issues 465
23.6 Analysing the opportunity 466
23.7 Analysis and planning formality 466
Summary of key ideas 468
Research themes 468
Key readings 471
Suggestions for further reading 471
Selected case material 472
Discussion points 474
Chapter 24 Opening the window: gaining commitment 475
24.1 Entering the network 475
Relationship with investors 476
Relationship with suppliers 476
Relationship with employees 476
Relationship with customers 477
24.2 Gaining financial investment: key issues 478
What level of investment is required? 478
Where is the investment to come from? 479
What is the capital structure of the investment to be? 479
How will the investors be approached? 479
What proposition is to be made to the investors? 480
24.3 Gaining human commitment 480 £
What human skills are required? 481 s
Where will those skills be obtained from? 481 5
What will be offered to attract those who have the skills? 481
How will potential employees be contacted? 481
How will potential employees be evaluated? 482
Should a skill be in house or should it be hired when necessary? 482
Leadership and motivation strategy 483
24.4 Establishing a presence with distributors 483
Summary of key ideas 485
Research themes 485
Key readings 486
Suggestions for further reading 486
Selected case material 487
Discussion points 492
Chapter 25 Closing the window: sustaining competitiveness 493
25.1 Long term success and sustainable competitive advantage 493
Competitive advantage 494
The sources of competitive advantage 494
25.2 How competitive advantage is established 499
Considerations in relation to cost advantages 500
Considerations in relation to knowledge advantages 501
Considerations in relation to relationship advantages 502
Considerations in relation to structural advantages 502
25.3 Maintaining competitive advantage 503
Sustaining cost advantages 503
Sustaining knowledge advantages 504
Sustaining relationship advantages 505
Sustaining structural advantages 506
Summary of key ideas 507
Research themes 508
Key readings 508
Suggestions for further reading 508
Selected case material 510
Discussion points 513
Chapter 26 The dimensions of business growth 514
26.1 Growth as an objective for the venture 514
G rowth and strategy 514
Growth and resources 515
Growth and risk 515
26.2 The process of growth 516
26.3 Financial evaluation of growth 517
The balance sheet 519
xxi
The profit and loss account 519
Ratio analysis 520
26.4 Financial growth 521
The underlying performance (return on investment) of the venture 521
The growth in value of the venture 521
The trend in the risk of the venture 522
The dividends yielded by the venture 523
26.5 Strategic growth 523
Growth and cost advantages 524
Growth and knowledge advantages 528
Growth and relationship advantages 528
Growth and structural advantages 530
26.6 Structural growth 530
Organisation size 531
Operational technology 532
Organisation strategy 532
The organisation's environment 533
Power, control and organisational politics 533
26.7 Organisational growth 533
The resource requirement approach 535
The resource acquisition approach 536
26.8 Controlling and planning for growth 538
26.9 The venture as a theatre for human growth 539
26.10 Conceptualising growth and organisational change 540
Life cycle 540
Evolution 541
The dialectic 542
The trialectic 543
Teleology 544
Chaos 544
Summary of key ideas 546
Research themes 546
Key readings 548
Suggestions for further reading 548
Selected case material 549
Discussion points 553
Chapter 27 Consolidating the venture 554
27.1 What consolidation means 554
27.2 Building success into consolidation 555
27.3 Encouraging intrapreneurship 557
Entrepreneur's comfort 558
Decision making control 559
Internal politics 559
Rewards for the intrapreneur 559
Summary of key ideas 560
Research themes 560
Key readings 561
Suggestions for further reading 561
Selected case material 562
Discussion point 565
Chapter 28 Making your contribution: researching entrepreneurship 566
28.1 Entrepreneurship: an adolescent discipline 566
28.2 Entrepreneurship: the research field 569
The Low and MacMillan classification scheme 570
The Ucbasaran etal. classification scheme 571
The Meyer ef al. classification scheme 572
28.3 Research paradigms in entrepreneurship 575
28.4 Research methodology in entrepreneurship 578
Deductive inductive theorising 578
Survey methods 578
Delphi analysis 579
Econometrics 579
Experimentation 579
Content analysis 579
Discourse analysis 580
Cognitive mapping 580
Case study construction and analysis 580
Ethnomethodology and hermeneutics 581
Summary of key ideas 582
Research themes 582
Key readings 583
Suggestions for further reading 583
Index 586 |
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| dewey-full | 658.4/21 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-sort | 3658.4 221 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
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| edition | 4. ed. |
| format | Book |
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| id | DE-604.BV021698885 |
| illustrated | Illustrated |
| index_date | 2024-07-02T15:16:40Z |
| indexdate | 2024-07-09T20:41:57Z |
| institution | BVB |
| isbn | 027370642X 9780273706427 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014912845 |
| oclc_num | 441283226 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG DE-703 DE-11 DE-91 DE-BY-TUM DE-739 |
| owner_facet | DE-473 DE-BY-UBG DE-703 DE-11 DE-91 DE-BY-TUM DE-739 |
| physical | XXXIV, 613 S. graph. Darst. |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Prentice Hall Financial Times |
| record_format | marc |
| spelling | Wickham, Philip A. Verfasser aut Strategic entrepreneurship Philip A. Wickham 4. ed. Harlow [u.a.] Prentice Hall Financial Times 2006 XXXIV, 613 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management - Strategija - Poslovne odločitve - Učbeniki za visoke šole ssg Podjetja - Gospodarsko poslovanje - Poslovni stiki - Učbeniki za visoke šole Podjetja - Kontinuirano vodenje procesov - Poslovno tveganje - Učbeniki za visoke šole Podjetništvo - Podjetniške priložnosti - Kompleksnost - Učbeniki za visoke šole Podjetništvo - Podjetniško poslovanje - Pospeševanje podjetništva - Učbeniki za visoke šole Podjetništvo - Strategija podjetij - Konfrontacija - Učbeniki za visoke šole Podjetništvo - Študij podjetništva - Raziskovalna dejavnost - Učbeniki za visoke šole Samostojni podjetniki - Posameznik - Makroekonomska regulacija - Učbeniki za visoke šole Decision making Entrepreneurship Entrepreneurship Risk factors New business enterprises Management Entrepreneurship (DE-588)7588126-3 gnd rswk-swf Unternehmensgründung (DE-588)4078599-3 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Entrepreneurship (DE-588)7588126-3 s Strategisches Management (DE-588)4124261-0 s DE-604 Unternehmensgründung (DE-588)4078599-3 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014912845&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Wickham, Philip A. Strategic entrepreneurship Management - Strategija - Poslovne odločitve - Učbeniki za visoke šole ssg Podjetja - Gospodarsko poslovanje - Poslovni stiki - Učbeniki za visoke šole Podjetja - Kontinuirano vodenje procesov - Poslovno tveganje - Učbeniki za visoke šole Podjetništvo - Podjetniške priložnosti - Kompleksnost - Učbeniki za visoke šole Podjetništvo - Podjetniško poslovanje - Pospeševanje podjetništva - Učbeniki za visoke šole Podjetništvo - Strategija podjetij - Konfrontacija - Učbeniki za visoke šole Podjetništvo - Študij podjetništva - Raziskovalna dejavnost - Učbeniki za visoke šole Samostojni podjetniki - Posameznik - Makroekonomska regulacija - Učbeniki za visoke šole Decision making Entrepreneurship Entrepreneurship Risk factors New business enterprises Management Entrepreneurship (DE-588)7588126-3 gnd Unternehmensgründung (DE-588)4078599-3 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)7588126-3 (DE-588)4078599-3 (DE-588)4124261-0 |
| title | Strategic entrepreneurship |
| title_auth | Strategic entrepreneurship |
| title_exact_search | Strategic entrepreneurship |
| title_exact_search_txtP | Strategic entrepreneurship |
| title_full | Strategic entrepreneurship Philip A. Wickham |
| title_fullStr | Strategic entrepreneurship Philip A. Wickham |
| title_full_unstemmed | Strategic entrepreneurship Philip A. Wickham |
| title_short | Strategic entrepreneurship |
| title_sort | strategic entrepreneurship |
| topic | Management - Strategija - Poslovne odločitve - Učbeniki za visoke šole ssg Podjetja - Gospodarsko poslovanje - Poslovni stiki - Učbeniki za visoke šole Podjetja - Kontinuirano vodenje procesov - Poslovno tveganje - Učbeniki za visoke šole Podjetništvo - Podjetniške priložnosti - Kompleksnost - Učbeniki za visoke šole Podjetništvo - Podjetniško poslovanje - Pospeševanje podjetništva - Učbeniki za visoke šole Podjetništvo - Strategija podjetij - Konfrontacija - Učbeniki za visoke šole Podjetništvo - Študij podjetništva - Raziskovalna dejavnost - Učbeniki za visoke šole Samostojni podjetniki - Posameznik - Makroekonomska regulacija - Učbeniki za visoke šole Decision making Entrepreneurship Entrepreneurship Risk factors New business enterprises Management Entrepreneurship (DE-588)7588126-3 gnd Unternehmensgründung (DE-588)4078599-3 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Management - Strategija - Poslovne odločitve - Učbeniki za visoke šole Podjetja - Gospodarsko poslovanje - Poslovni stiki - Učbeniki za visoke šole Podjetja - Kontinuirano vodenje procesov - Poslovno tveganje - Učbeniki za visoke šole Podjetništvo - Podjetniške priložnosti - Kompleksnost - Učbeniki za visoke šole Podjetništvo - Podjetniško poslovanje - Pospeševanje podjetništva - Učbeniki za visoke šole Podjetništvo - Strategija podjetij - Konfrontacija - Učbeniki za visoke šole Podjetništvo - Študij podjetništva - Raziskovalna dejavnost - Učbeniki za visoke šole Samostojni podjetniki - Posameznik - Makroekonomska regulacija - Učbeniki za visoke šole Decision making Entrepreneurship Entrepreneurship Risk factors New business enterprises Management Unternehmensgründung Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014912845&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT wickhamphilipa strategicentrepreneurship |