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The common theme in Corporate Entrepreneurship and Venturing is how and why corporate entrepreneurship and corporate venturing can contribute to innovation and strategic renewal in large established companies. In particular it explores ways to balance exploitation and exploration in established companies. The issue is how the locus of entrepreneurship affects the way corporate entrepreneurship addresses the exploitation/exploration challenge. One stream of research focuses on the entrepreneurial culture in large companies and how they can create an environment in which intrapreneurs (entrepreneurs within large companies) can blossom. In this view entrepreneurial initiatives can emerge throughout the organization and this type of entrepreneurship has been labelled as ‘dispersed corporate entrepreneurship’. Two related chapters fit into that stream of research. The other three chapters address the challenge of corporate venture capital programs. These programs have funds to invest in start-ups (external ventures) and the corporate parent want to benefit from the technology, new products or new competences developed in these start-ups. In this case they have separated the locus of entrepreneurship from the main line of business operations, which has been labelled ‘focused corporate entrepreneurship’. In this ‘focused corporate entrepreneurship’ stream the issue is not so much the motivational factors and supportive culture to entrepreneurial initiatives, but the creation and development of linkage mechanisms between the start-ups and the parent company in order to create new combinations based on competences from both the start-up and the parent company. Although the challenges in these two streams of literature are different, they both address the strategic issue of balancing exploitation and exploration. Tom Elfring Tom Elfring is full Professor in Strategic Management and Entrepreneurship at the Social Sciences Faculty of the Vrije Universiteit Amsterdam. Previously he had a part-time chair in ‘Innovative Entrepreneurship’ at Wageningen University and was visiting Professor at the Copenhagen Business School. He has studied in the United States and Italy. He has written 7 books and more than 25 articles in Journals such as, Long Range Planning, Technology Analysis and Strategic Management, International Journal on Management and Organization, Scandinavian Journal of Management and Small Business Economics.
Entrepreneurship --- Creative ability in business --- New business enterprises --- Venture capital --- Corporate culture --- Risk capital --- Seed capital --- Capital --- Small business --- Small business investment companies --- Business starts --- Development stage enterprises --- How to start a business --- New companies --- Start-up business enterprises --- Start-up companies --- Start-ups (Business enterprises) --- Starting a business --- Startups (Business enterprises) --- Business enterprises --- Business incubators --- Business creativity --- Business --- Success in business --- Finance --- Entrepreneurship. --- Organization. --- Finance. --- Finance, general. --- Funding --- Funds --- Economics --- Currency question --- Organisation --- Management --- Entrepreneur --- Intrapreneur --- Capitalism --- Planning. --- Creation (Literary, artistic, etc.) --- Executive ability --- Organization
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Labour market --- Economic structure --- Economic policy. --- Service industries. --- Economic policy --- Service industries --- Economic nationalism --- Economic planning --- National planning --- State planning --- Economics --- Planning --- National security --- Social policy --- Industries --- Theses
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Finance --- Production management --- Business management --- bedrijfsplanning --- bedrijfsorganisatie --- ondernemingsstrategieën --- financiën --- ondernemen
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Labour market --- tewerkstelling --- Netherlands --- Werkgelegenheid --- Nederland --- Nederland.
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Summarising the latest directions and developments in strategic management theory, synthesising American and European approaches, the contributors address topics such as time as a strategic factor, knowledge intensive firms and fragmentation.
bedrijfsstrategie --- Strategic Planning --- Strategic planning. --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Business policy --- Strategic planning --- #SBIB:043.IOS --- #SBIB:316.334.2A551 --- #SBIB:35H203 --- Partijen en strategieën in de onderneming: ondernemingsbeleid en management --- Overheidsmanagement: strategisch management
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The common theme in Corporate Entrepreneurship and Venturing is how and why corporate entrepreneurship and corporate venturing can contribute to innovation and strategic renewal in large established companies. In particular it explores ways to balance exploitation and exploration in established companies. The issue is how the locus of entrepreneurship affects the way corporate entrepreneurship addresses the exploitation/exploration challenge. One stream of research focuses on the entrepreneurial culture in large companies and how they can create an environment in which intrapreneurs (entrepreneurs within large companies) can blossom. In this view entrepreneurial initiatives can emerge throughout the organization and this type of entrepreneurship has been labelled as dispersed corporate entrepreneurship'. Two related chapters fit into that stream of research. The other three chapters address the challenge of corporate venture capital programs. These programs have funds to invest in start-ups (external ventures) and the corporate parent want to benefit from the technology, new products or new competences developed in these start-ups. In this case they have separated the locus of entrepreneurship from the main line of business operations, which has been labelled focused corporate entrepreneurship'. In this focused corporate entrepreneurship' stream the issue is not so much the motivational factors and supportive culture to entrepreneurial initiatives, but the creation and development of linkage mechanisms between the start-ups and the parent company in order to create new combinations based on competences from both the start-up and the parent company. Although the challenges in these two streams of literature are different, they both address the strategic issue of balancing exploitation and exploration. Tom Elfring Tom Elfring is full Professor in Strategic Management and Entrepreneurship at the Social Sciences Faculty of the Vrije Universiteit Amsterdam. Previously he had a part-time chair in Innovative Entrepreneurship' at Wageningen University and was visiting Professor at the Copenhagen Business School. He has studied in the United States and Italy. He has written 7 books and more than 25 articles in Journals such as, Long Range Planning, Technology Analysis and Strategic Management, International Journal on Management and Organization, Scandinavian Journal of Management and Small Business Economics.
Finance --- Production management --- Business management --- bedrijfsplanning --- bedrijfsorganisatie --- ondernemingsstrategieën --- financiën --- ondernemen
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dienstverlenende bedrijven --- management --- Personnel management --- tertiaire sector --- 658.5 --- 658.6 --- #PEDA *P 9.5 --- 658 --- Dienstverlenende bedrijven : management --- E080738.jpg --- Management ; dienstensector --- 65.012.4 --- 338.9 --- Production engineering and planning. Design. Production management and control --- Commercial science and practice. Goods. Services --- 658.6 Commercial science and practice. Goods. Services --- 658.5 Production engineering and planning. Design. Production management and control
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