Entrepreneurship and New Value Creation: The Dynamic of the Entrepreneurial Process
Why do some individuals decide they want to create businesses and then actually do so? Why do others decide against this course of action, even though they appear to have what it takes to succeed? These two questions were among the first that researchers in the field of entrepreneurship tried to answer. Recently, it seems that the problem is much more difficult to solve than it first appeared thirty years ago. The venture creation phenomenon is a complex one, covering a wide variety of situations. The purpose of this book is to improve our understanding of this complexity by offering both a theory of the entrepreneurial process and practical advice on how to start a new business and manage it effectively. Entrepreneurship and New Value Creation is a fascinating, research-driven book that will appeal to graduate students, researchers and reflective practitioners concerned with the dynamics of the entrepreneurial process.
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Entrepreneurship and New Value Creation: The Dynamic of the Entrepreneurial ...
No preview available - 2007
action activity actors Ajzen approach beneﬁt Bouchikhi bounded rationality Bruyat Bygrave catastrophe theory cognitive coherence concept considered context created creation dialogic deﬁne deﬁnition difﬁculties dimension dynamic economic emergence entrepreneurial behaviour entrepreneurial event entrepreneurial individual entrepreneurial process entrepreneurial project entrepreneurial situation Entrepreneurship education environment escalation of commitment evolution existing exploitation Fayolle ﬁeld of entrepreneurship ﬁgures ﬁnal ﬁnally ﬁnancial ﬁnd ﬁnding ﬁrm ﬁrst ﬁve framework Gartner idea identiﬁed individual’s inﬂuence initial innovation instantaneous strategic conﬁguration interactions Joule Kolvereid linked modiﬁcations nascent entrepreneurs notion of process numerous objectives one’s opportunity organisation paradigm perceived behavioural control perceived instantaneous strategic perceptions perspective phase polysemy position possible potential entrepreneur proﬁt proposed resistance to change risk role scientiﬁc sector self-efﬁcacy Shapero and Sokol signiﬁcant skills social capital social networks speciﬁc theoretical tion trigger value creation variables various venture creation process venture creation project vision
Page 38 - the carrying out of new combinations we call "enterprise"; the individuals whose function is to carry them out we call "entrepreneurs