Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
  1. Home
  2. Browse subjects
  3. Management
  4. Entrepreneurship and innovation
  5. Content listing

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

2642 results in Entrepreneurship and innovation

Page 74 of 133

  • 6 - Cluster Consolidation: Networks, Quality and Wine Tourism

  • Ian M. Taplin
  • Book:
    The Modern American Wine Industry
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 131-162

  • Summary

    With a superb combination of sun, soil and soul, Yadkin Valley wineries are ideally located in the North Carolina region that is rapidly gaining a reputation for growing high quality grapes and producing world class wines. Located in the Piedmont area of the Tar Heel state, wineries in the Yadkin Valley benefit from what many winemakers consider the best terroir in North Carolina.

    Yadkin Valley wine trail, North Carolina Wine and Grape Council pamphlet

    Biltmore Estate winery has come of age. Part of our expansion opportunity is for us to build our portfolio capability. Our goal is to be a national marketer of fine wine, and potentially a global marketer of wine. It will not be improbable for us to go to Australia and create a line of wine. Or to Chile or France or Italy. We see ourselves building a company that has an array of offerings.

    Jerry Douglas, Biltmore Estate Winery

    The above two quotes are heady words indeed, especially for an industry that had struggled to survive three decades ago. Since then, however, North Carolina has emerged as the state with the fastest rate of winery growth in the nation. It is an industry that currently provides about 6,000 jobs and has an economic impact of $813 million. A new winery has opened almost every month since 2002 with no apparent end in sight. Most of these wineries are small, and many have positioned themselves as multi-purpose attractions, offering restaurant and/or reception facilities.

  • 5 - Dynasties and Associations in Entrepreneurship: An Approach through the Catalan Case

  • from Part II - The Business Leaders
  • Edited by José L. García-Ruiz, Pier Angelo Toninelli
  • Book:
    The Determinants of Entrepreneurship
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 105-124

  • Summary

    Introduction

    Recent literature on entrepreneurship stresses the fundamental role played by networks in achieving innovation, competitiveness and internationalization. Networks with an impact on entrepreneurship in a territory oft en are of two kinds: an individual entrepreneur with other entrepreneurs and firms, and a group of firms establishing networks with other firms and institutions. Dynasties are examples of the first type and associations of firms of the second type of networking. Some dynasties have played a determinant role in promoting innovation in some economic sectors and regions of the world, as the Wendels, Haniels and Falcks in the iron and steel industries of Europe, or the Fords and the Toyodas in the organization of the car industry in America and Asia. As economic historian David Landes has outlined, scholars have generally under- estimated the role of dynasties in the advance of entrepreneurship in both developed and underdeveloped economies. Associations of entrepreneurs, on the other hand, have oft en performed a key role as rather stable networks that help reduce information and knowledge transfer costs among small and medium enterprises or that help large corporations monopolize some markets. Academic literature usually studies both kinds of networks in separate ways, but economic and business history reveals that oft en both have played a combined role in promoting entrepreneurial spirit in a territory in the long run. Our chapter offers empirical data and analysis about the role dynasties and associations have performed in fostering entrepreneurship in Catalonia during a period of more than a century.

  • 8 - Education and Entrepreneurship in Twentieth-Century Spain: An Overview

  • from Part III - Culture or Institutions?
  • Edited by José L. García-Ruiz, Pier Angelo Toninelli
  • Book:
    The Determinants of Entrepreneurship
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 161-182

  • Summary

    Introduction

    Since Joseph A. Schumpeter published his Theorie der wirtschaftlichen Entwicklung in 1911, 1 an important role has been assigned to ‘entrepreneurship’ in economic growth, but until recently in too imprecise a way. In recent years, thanks to three large initiatives – the Observatory of European Small and Medium Enterprises (SMEs), belonging to the European Union; the Centre for Entrepreneurship, SMEs and Local Development, belonging to the Organisation for Economic Co-Operation and Development (OECD); and the Global Entrepreneurship Monitor (GEM) – and the work of some scholars it has been possible to make progress in dealing scientifically with entrepreneurship, that is, elaborating theories that can be empirically tested. These researches have been of interest to governments, particularly those from European countries in which entrepreneurship has been in difficulties for many years. Thus, in 2003, the European Commission brought out the well-known Green Paper on Entrepreneurship in Europe, which is based mainly on research done by David B. Audretsch, who proposed a debate on several initiatives to stimulate entrepreneurship in Europe.

    Reflecting this concern, the Spanish Consejo Económico y Social (CES) published in 2005 a report entitled El proceso de creación de empresas y el dinamismo empresarial, which to a great extent was based on GEM reports. These reports have always paid attention to factors involved in creating businesses where public policies can take action (Table 8.1).

  • 3 - Italian Entrepreneurship: Conjectures and Evidence from a Historical Perspective

  • from Part II - The Business Leaders
  • Edited by José L. García-Ruiz, Pier Angelo Toninelli
  • Book:
    The Determinants of Entrepreneurship
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 49-80

  • Summary

    Introduction

    The last two decades have seen a renewed interest towards entrepreneurship and/or the individual entrepreneur, which in turn has stimulated research both in the theory and the history of entrepreneurship. This chapter fits this new climate: it is part of an ongoing research project on the determinants and the role of entrepreneurship in Italian economic development. Its primary aims are the creation and a preliminary evaluation of a data set of Italian entrepreneurs for the period encompassed between the Unification of the Kingdom (1861) and the end of the twentieth century.

    Several fresh suggestions coming from both economics and history prove useful in our survey. First we would like to mention the broad partition in two main categories – innovative versus replicative entrepreneurs – proposed by William Baumoletal. A further interesting suggestion comes from the taxonomy of capitalism they propose (on the basis of their different rate of innovation and entrepreneurship). They hypothesize in fact the existence of four different categories of capitalism: 1. state guided capitalism; 2. oligarchic capitalism; 3. big firm capitalism; and 4. entrepreneurial capitalism. While each of these shows virtues and pitfalls, according to them, ‘the best form of “good capitalism” is a blend of “entrepreneurial” and “big-firm” capitalism, although the precise mix will vary from country to country'. Further insights come from the four models of entrepreneurship development, oft en overlapping, most recently advanced by the Monitor Group.

  • 7 - Entrepreneurship and Cultural Values in Latin America, 1850–2000: From Modernization, National Values and Dependency Theory towards a Business History Perspective

  • from Part III - Culture or Institutions?
  • Edited by José L. García-Ruiz, Pier Angelo Toninelli
  • Book:
    The Determinants of Entrepreneurship
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 143-160

  • Summary

    Introduction

    Latin America is a space defined in geographic, historic and cultural terms. In current usage, it refers to the Americas south of the United States, covering Mexico, Central America (seven countries), South America (nine countries), Cuba and the Dominican Republic; excluding the Caribbean Antilles, i.e., those territories colonized by France, the United Kingdom or the Netherlands and the Commonwealth of Puerto Rico. Despite its common features: their Spanish colonial past, Spanish as a mother tongue – except for Portuguese in Brazil – Roman Catholicism as the predominant religion and their condition as ‘emergent economies', Latin America is a vast area with geographic, economic, social and political diversity expressed in various levels of economic development. The present chapter encompasses Mexico and seven South American nations – Argentina, Brazil, Chile, Colombia, Peru, Venezuela and Uruguay – with particular emphasis on one Andean country: Colombia.

    Its purpose is to offer a selective, non-comprehensive survey of the literature dealing with cultural features in their interplay with entrepreneurship in the region for the 1850-2000 period. This literature illustrates both American- rooted psychological and sociological ‘modernization’ theory, Marxist-inspired ‘dependency’ theory, national values and business history research. It is examined for clues to the relationship between cultural features and entrepreneurship and its relation to economic development. In addition, the distinctive features and patterns of Latin American entrepreneurship are synthesized and challenges and opportunities confronting future research into the historical explanation of entrepreneurship in this part of the world are delineated.

  • 6 - Entrepreneurial Culture or Institutions? A Twentieth-Century Resolution

  • from Part III - Culture or Institutions?
    • By James Foreman-Peck, Welsh Institute for Research in Economics and Development of the Cardiff Business School, Peng Zhou, Julian Hodge Institute of Applied Macroeconomics (JHIAM) of the Cardiff Business School
  • Edited by José L. García-Ruiz, Pier Angelo Toninelli
  • Book:
    The Determinants of Entrepreneurship
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 125-142

  • Summary

    Introduction

    What does a favourable culture contribute to entrepreneurship, compared with other influences, such as appropriate institutions? Entrepreneurial business often provided outlets for the energies and enterprise of national and religious minorities who were blocked from rising through the state apparatus. Max Weber instanced Poles in Russia and eastern Prussia, Huguenots in France under Louis XIV, Nonconformists and Quakers in England, and Jews for two thousand years. For Weber it was the (institutional) barrier, not the culture, that explained the entrepreneurial precocity of these minorities. His most famous supposed positive cultural influence on business and economic development, the Protestant Ethic, was something extra, he maintained.

    Virtually the converse of the Protestant Ethic, the ‘cultural critique’ of British capitalism looks instead at how culture constrained entrepreneurship. For the later nineteenth century Martin Wiener proposed that British culture encouraged ‘gentrification', exactly what Protestants, or at least Puritans, would never accept, for it entailed enjoying their wealth. A pervasive anti-industrial and anti-business culture especially transmitted through middle-class education was supposedly responsible for Britain's ‘industrial decline’ in these years.

    There is more evidence for David Landes's assertion that culture makes all the difference to economic development. He focuses on expatriate entrepreneurial performance; Jews and Calvinists throughout much of Europe, Chinese in East and South-East Asia, and Indians in East Africa, when thwarted by ‘bad government’ at home or, more generally, by poor institutions.

  • 1 - Determinants and Typologies of Entrepreneurship in the History of Industrial Italy

  • from Part I - Entrepreneurial Typologies
  • Edited by José L. García-Ruiz, Pier Angelo Toninelli
  • Book:
    The Determinants of Entrepreneurship
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 9-32

  • Summary

    Introduction: Entrepreneurship and its Environment

    Entrepreneurship is a difficult subject to grasp. Notwithstanding its much acknowledged centrality for the wealth and the competitiveness of a nation, it is an elusive phenomenon, a concept very difficult to define clearly, a concept so protean that it is impossible to categorize in a mathematically formalized discourse.

    Entrepreneurship appears in different sizes: it can be found in large corporations as well as in the small workshops of artisans. It can present itself under various forms. There is, of course, the Schumpeterian hero capable of constructing an empire but it can also be found in a manager in an entrepreneurial position who has the capacity not only to maintain a strong grip on the organization but also to make it even bigger. It is possible for an entrepreneur to be self-employed or even someone with a couple employees who is capable of being highly reactive in responding to customized demands and fitting his actions into a limited niche. Innovation is a good litmus test to verify the degree of entrepreneurship in an economic national system, but it is not enough to explain everything. Entrepreneurship can be a long, day-by-day accumulation or it might just present itself in a dramatic leap ahead. But, again, not all the people we tend to identify as entrepreneurs are actually exceptional innovators.

The Modern American Wine Industry
  • Market Formation and Growth in North Carolina
  • Ian M. Taplin
  • Published by:
    Pickering & Chatto
    Published online:
    05 December 2014
  • This study is both a history of the American wine industry and an examination of its current structure and performance. In analysing market formation, Taplin focuses on a complex network of winery owners, winemakers and grape growers to see how relationships have shaped the evolution of this sector.North Carolina has seen some of the fastest growth in the American wine industry over recent years. In an area experiencing a general downturn in employment, the wine industry has created a new entrepreneurial spirit. Taplin looks at the importance of networks in this development, drawing conclusions of wider socio-economic significance.

  • 4 - Emergence of a Wine Cluster

  • Ian M. Taplin
  • Book:
    The Modern American Wine Industry
    Published by:
    Pickering & Chatto
    Published online:
    05 December 2014, pp 75-102

  • Summary

    Farmers growing conventional crops like tobacco, soy beans, etc. are faced today with the sure prospect that prices for their products are to fall even lower and massive government support is in a steady decline as the Nation struggles with a mounting deficit. It is therefore wise to look for alternative crops to fill the gap. We know of no better way to consider than the ‘new’ agricultural industry of growing the great European varietal grapes that alone make the finest and most expensive wines.

    There are farmers who can devote part of their land not being otherwise used to viniculture, and we are seeing a large number of business entrepreneurs who are looking to invest in this healthy, outdoor enterprise that is so different from the every-day work of the office.

    R. de Treville Lawrence (1987)

    When Lawrence wrote the above he was speaking as a lobbyist for the Virginia-based Vinifera Wine Growers Association, which sponsored seminars, festivals and sundry meetings designed to teach people how to grow vinifera grapes successfully in the mid-south and move away from hybrids. Like many of his predecessors he was making an appeal for winemaking based upon economic logic, recognizing quite presciently perhaps that some of the agricultural staples of North Carolina were facing decline. The mainstay of many small farms that dotted the North Carolina landscape, tobacco had proved a resilient crop because demand was fairly predictable, raw material costs minimal and the dollar value of tobacco yields quite high.

  • Appendix B - Elicitations and persona development

  • Timothy L. Faley
  • Book:
    The Entrepreneurial Arch
    Published online:
    28 May 2018
    Print publication:
    04 December 2014, pp 265-272

  • Summary

    Business model discovery requires hypotheses to be built and tested. Both require information to be gathered. Obtaining information, particularly information on the market, involves breaking the whole down into finite elements. This is the zooming-in and dissection process that will uncover specific needs. Elicitation will be an important tool in the discovery of these specific needs. Your firm, however, cannot customize an offering to the unique needs of every single individual. After the dissection, you will therefore need to do some integration; to regroup subsets of the disintegrated whole. These new subgroups of the whole will be based on common needs. This zooming-out and assembly process will define specific market segments. In the creation of new offerings, particularly if your customer is also an end user, it can be helpful to envision how your customer will engage with your product. To do that, it is convenient to personify the market segment, to create an image of a person. The imagined person will represent a market group that makes decisions based on specific needs. Elicitation and persona development are the two topics of this appendix.

    Primary research techniques

    The information you seek will be obtained through primary and secondary research. The secondary research will involve reading industry and association reports in addition to market reports. Hypothesis building often comes from secondary research, while hypothesis testing is typically done via primary research, although there are exceptions to both. From the research you do you will start to formulate beliefs. You will have beliefs about the industry, the market, your proposed product, your collaborators, and the end users. These beliefs make up your hypotheses. These hypotheses may be purely speculative, conjectured from some preliminary understanding, or fact-based, understanding that is rigorously supported by evidence. In other words, you will have things that you know, things that you think you know, and things you would like to know. Those conjectures that we think we know may turn out to be more fantasy than fact. As Figure B1 illustrates, we want to move from items we want to know to data-supported understanding by creating and testing hypotheses.

  • Appendix C - Implications of investment type for the founders

  • Timothy L. Faley
  • Book:
    The Entrepreneurial Arch
    Published online:
    28 May 2018
    Print publication:
    04 December 2014, pp 273-278

  • Summary

    Step 2 of the business assessment methodology outlined in Chapter 4 was to determine the type of capital that aligns optimally with the proposed new venture. This assessment was made from the perspective of the financier. The type of financing also has significant implications for the founders. It is therefore worthwhile to flip the perspective and examine the implications of various types of investments for both the venture and the entrepreneur since, in the end, the financing structure has to be good for all involved. This section will take the perspective of the entrepreneur. That examination will start by looking at the entrepreneur’s eventual exit from the firm.

    Exit options

    The entrepreneur’s exit from their business probably sounds like a strange place to start a discussion on how to build the financial structure for the launch of a new business. New business founders are usually superfocused on what they can accomplish through their business if only they could obtain financing. The last thing on their minds is how they personally will exit from the business one day. But think about it they must, for no single factor has a greater impact on how the founder may operate and leave the company than does that company’s financing. It is therefore extremely important that the financing be congruent with the goals the founders have, both for the company and for themselves.

  • 1 - Introduction to the Entrepreneurial Arch

  • Timothy L. Faley
  • Book:
    The Entrepreneurial Arch
    Published online:
    28 May 2018
    Print publication:
    04 December 2014, pp 1-14

  • Summary

    I was sitting on the side of a hill one day when a breeze wafted over me. That’s when it hit me – the glorious idea that became my billion-dollar business! My message to you, aspiring entrepreneur, is to go find your hill and feel your breeze.

    Does anybody really believe that this is how new businesses are created? Wafts of breezes? We have all heard variations of this entrepreneurship tale before. They may be awe-inspiring, but they are useless to help transform aspiring entrepreneurs into actual ones.

    Innovation and entrepreneurship are far too important to be left to a chance breeze. Growth is the number one goal of business leaders and economic developers across the globe. Growth creates value. Growth creates jobs. The world desperately needs more people that can understand how to do both. In short, it needs people that can:

  • identify clear opportunities and threats from a confusing, chaotic, constantly changing environment

  • formulate potential businesses that take advantage of these opportunities

  • assess the feasibility of these proposed business ventures

  • create practicable, operational plans for these new business opportunities from disparate and incomplete information

  • acquire and align the resources necessary to launch the business (these resources will be both within and outside the organization’s immediate control)

  • 4 - Business assessment

  • Timothy L. Faley
  • Book:
    The Entrepreneurial Arch
    Published online:
    28 May 2018
    Print publication:
    04 December 2014, pp 85-131

  • Summary

    The business assessment segment is the final segment of the business discovery side of the Entrepreneurial Arch, as shown in Figure 4.1. This left-hand side of the Arch started with the determination of an opening for a new business. This opening, which was typically driven – from a macro-perspective – by one or more of Drucker’s seven sources of innovation (Drucker, 1985; see Chapter 2), indicated an opportunity to create value. The next step was to determine whether there was potential for you to create value. This was determined by testing the alignment of the opening with your capabilities. This was followed by determining the high-value potential of the problem, in other words, whether the problem was worthy of your time and effort. That insight was acquired via industry analysis that began with the creation of an industry value system and ended using Porter’s five forces analysis to explain the current EBITDA (earnings before interest, taxes, depreciation and amortization) margin distribution across the industry (Porter, 1979; see Chapter 2). An approach was then envisioned from which you could capture value. The business design segment zoomed closer one more level to qualitatively define a business through which you could create and capture value. The final step, which will be completed in the business assessment segment, is to determine whether this qualitative business description stands up to a quantitative examination. In short, is this business segment worth your time and any investor’s money? The previous segments viewed your potential new firm from your perspective (alignment with capabilities), the customer’s perspective (create value), and the industry’s perspective (high-value problem with potential for you to capture value). This segment will view your firm from a financier’s perspective.

    This segment of the Arch has two objectives. First, it completes the business model of the proposed new venture. This adds the last of the four perspectives of any new venture (customer, entrepreneur, industry, financier), by focusing on the financier’s view of your new firm. Second, it performs a feasibility assessment allowing you, if desired, to write a feasibility study on the proposed new firm. Through both objectives this segment determines a business model that is both economically viable and investable. Most importantly, a sensitivity analysis of the business model will reveal the conditions under which the new venture is viable and investable. The next segment of the Entrepreneurial Arch will focus on operationalizing the business model: First the model, then the plan.

Page 74 of 133