nep-ent New Economics Papers
on Entrepreneurship
Issue of 2016‒10‒16
six papers chosen by
Marcus Dejardin
Université de Namur

  1. Entrepreneurial spawning: Experience, education, and exit By Cumming, Douglas; Walz, Uwe; Werth, Jochen Christian
  2. Business Model Implementation: The Antecedents of Multi-Sidedness By Ryan Rumble; Vincent Mangematin
  3. How high-tech entrepreneurs bricole the evolution of business process management for their activities By Severine Le Loarne; Adnane Maalaoui
  4. The question of the firm. Organizational forms and dimensions By Fusari, Angelo
  5. Network structures as a factor stimulating innovative changes in enterprises By Nicoletta Baskiewicz; Małgorzata Šęgowik-Małolepsza; Michał Dziadkiewicz; Aneta Pachura
  6. Entrepreneurial Leadership: A Theoretical Research By Yusuf ESMER; Faruk DAYI

  1. By: Cumming, Douglas; Walz, Uwe; Werth, Jochen Christian
    Abstract: We investigate the career dynamics of high-tech entrepreneurs by analyzing the exit choice of entrepreneurs: to act as a business angel, to found another firm, or to become dependently employed. Our detailed data from CrunchBase indicate that founders are more likely to stick with entrepreneurship as a serial entrepreneur or as an angel investor in cases where the founder had prior experience either in founding other startups or working for a startup, or had a 'jack-of-all-trades' education.
    Keywords: venture governance,entrepreneurship,entrepreneurial spawning,angel finance,venture capital,exit
    JEL: G24 G34 L26
    Date: 2016
  2. By: Ryan Rumble (MTS - Management Technologique et Strategique - Grenoble École de Management (GEM)); Vincent Mangematin (MTS - Management Technologique et Strategique - Grenoble École de Management (GEM))
    Abstract: Business model research has long focused on external triggers, drivers, and enablers of business model adoption. What is less well known is how business models are adopted in practice. Using a conceptual framework developed by Baden-Fuller & Mangematin, we propose 16 ideal types of business models. Based on a qualitative comparative analysis of 77 businesses, we explore the antecedents of these business model types, paying particular attention to multi-sided models, which are growing in prominence, and require businesses to manage complexity and interdependencies. Surprisingly, our analyses reveal that tools developed to support business design, creativity or visualization were systematically absent from the operationalization of complex, multi-sided business models. The paper contributes to our understanding in three ways: (1) it reveals how businesses with complex, multi-sided models are crafted using heuristics rather than rational business model design tools, (2) it highlights consistent relationships between the practices employed during business creation/reconfiguration and the business models that are adopted, and (3) it opens fruitful research avenues to develop tools to support heuristics in business design and implementation.
    Keywords: antecedent,heuristics,QCA,business model,multi-sided,implementation,configuration
    Date: 2015
  3. By: Severine Le Loarne (MTS - Management Technologique et Strategique - Grenoble École de Management (GEM)); Adnane Maalaoui (ESG Paris – School of Business)
    Abstract: Purpose: This paper focuses on how entrepreneurs anticipate and change their company's business process management after developing a radical innovation. The paper is based on a critical approach to business process modelling (BPM) that posits that—in spite of all the claims, guides, and tools that companies employ to help them modelise their processes—business processes are developed and improved (or at least changed) by individuals who negotiate, anticipate, and compromise to make these changes occur. Thus, BPM is more a matter of "bricolage" (Levi-Strauss) than an established and defined plan. Based on this position, our paper analyses how a business process model emerges in the early phases of a high tech new venture when the entrepreneur lacks a valid template to form a conceptual representation of the firm's business processes. Design/Methodology/Approach: We adopt a perspective based on the concept of bricolage. By analysing and comparing the discourse of 40 entrepreneurs—20 involved in an activity based on a radical innovation and 20 involved in an activity based on a more incremental concept—we are able to answer the two research questions.
    Keywords: Discourse Analysis,Bricolage,Strategy as Practice,Entrepreneurship,Business Process Modelling
    Date: 2015
  4. By: Fusari, Angelo
    Abstract: The paper will dedicate some development to the theory of the firm, that is: general considerations on organization, capabilities and uncertainty, with particular reference to interactions among entrepreneurship, uncertainty and innovation. Particular attention will be paid to the idea of radical uncertainty in order to clarify frequent misconceptions as to the meaning and substance of this variable, its links with the question of competence and profit and – one of the most abstruse of questions – its measurability and the possible implications of deriving such a measure, primarily on the management of the business cycle. The treatment of these subjects will lead into a discussion of the size of the firm, the connected organizational problems and, hence, the nature of the corporation, the question of its responsibilities, the monitoring role of the profit rate intended as an accountability (not distributive) variable, i.e. as an expression of a firm’s results and hence of the success of its decision making and some considerations on optimization .
    Keywords: Theories of the firm; Radical uncertainty; Dynamic competition process; The question of optimization; Size of the firm; Dimensional boundaries
    JEL: A1 D8 P0 Z00
    Date: 2015
  5. By: Nicoletta Baskiewicz (Politechnika Częstochowska); Małgorzata Šęgowik-Małolepsza (Politechnika Częstochowska); Michał Dziadkiewicz (Politechnika Częstochowska); Aneta Pachura (Politechnika Częstochowska)
    Abstract: Network functioning covers all kinds of formal and informal relationships between individuals and organizations. Network structure allows enterprises to reach knowledge quickly, while saving time and money which becomes the determining factor in the changes made in enterprises. In order to define a network one can assume that it includes customers, competitors, suppliers, research organizations, schools, institutions, non - profit organizations that are linked one to another and create innovation. The nature of the network lies in the innovation process, which means creating new technical and organizational solutions as well as their transfer and application in the economy. This is possible thanks to the knowledge generated in the network, which is the result of a process of interaction and cooperation between the participants in the network. The objectives of this paper are to determine the following: what forms of cooperation are taken in business practice that entrepreneurs take together in the network and to what extent this network affects its participants.
    Keywords: network structures, factors stimulating innovative changes, innowative changes
    JEL: M21
  6. By: Yusuf ESMER (Sinop University Vocational School,); Faruk DAYI (Kastamonu University Tosya Vocational School)
    Abstract: In today’s business world, having just leadership qualities by business managers is not enough in order to maintain growth, development and sustainability of enterprises. In addition to this, business managers should be able to seek innovations, opportunities around them and take some risks. Managers with these qualities have both leadership and entrepreneurship characteristics. At this point, the concept of entrepreneurial leadership emerges. Entrepreneurial leadership can be defined as a leader, who is also have the skills of entrepreneurship. In other words, entrepreneurial leadership refers to the managers who can take risks, seize opportunities, pursue innovation and be innovative, producing, interchanging and strategic. In addition, entrepreneurial leadership is creating new products, new processes and expansion opportunities in existing businesses, working in social institutions and dealing with ignored social issues, participating in social and political movements, contributing to the change of current services and policies implemented by civil society organizations and governments. Entrepreneurial leaders know themselves and their environment very well and find new opportunities creating value for businesses, stakeholders and society. The main motivation of leaders is their desire to create social, environmental and economic opportunities. Today, the need for entrepreneurial leaders in businesses is increasing every passing day and the subject of entrepreneurial leadership should investigated by researchers. In this regard, in this study, the concepts of leadership and entrepreneurship are briefly defined in accordance with the earlier studies conducted in this field and the concept of entrepreneurial leadership, which has become increasingly important in the business world, is discussed and the characteristics and dimensions of entrepreneurial leadership and its importance for businesses is emphasized.
    Keywords: Leadership, Entrepreneurship, Administration, Entrepreneurial Leadership
    JEL: L26 L20 M10

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