Introduction -- Innovation and entrepreneurship importance -- The elements of innovation -- Innovation and entrepreneurship competencies -- Innovative behaviors -- Innovative and thinking -- Problem solving -- Knowledge building -- Creativity insights -- Culture building -- Innovation theory -- Entrepreneurship -- Innovation theory -- Catalytic leadership -- Ecosystems interdependencies -- Technology accelerators -- The importance of intellectual property chapter -- Creating a learning architecture
This book presents a new model, the competency framework, for students, innovators, entrepreneurs, managers, and anyone who wants to better understand the dynamic world of innovation and entrepreneurship. Focused on both the individual and strategic organizational level, this book is about people and the competencies each person needs to learn to be successful in creating a more dynamic future. Matthews and Brueggemann's framework for innovation and entrepreneurship competencies empowers individuals to excel at innovation and new venture creation. It provides a practical guide and clear and co.
Despite advancing extant theory, studies have tended to oversimplify the roles of human and social capital influences on nascent activity by underemphasizing the importance of motivational factors, construct dimensionality and context. This study seeks to extend previous efforts by investigating the relationship between various forms of human and social capital in the new venture creation process, both generally and across high and low technological contexts. Findings show that certain aspects of human capital are systematically related to certain aspects of social capital regardless of technological context, suggesting that nascent entrepreneurs may benefit more broadly from engaging in systematic efforts to construct certain types of social capital in support of venturing activities. Equally important, these findings support the central proposition that entrepreneurship theory and practice will benefit from more focused research efforts to generate insights into the dynamic relationships between individuals, their social worlds and entrepreneurial outcomes.
Self‐assessment is increasingly prevalent in many organizations. Although managers perceive self‐assessment as internally driven, the well‐known link between organizational activities and the external environment suggests that outside forces play a significant role. This investigation explores the external motivators of self‐assessment through a field study of 14 organizations. Five factors were found to link the conduct of self‐assessment to the external environment: availability of an externally developed or sponsored model, presence of a boundary spanning individual, affiliation with professional and trade associations, pressure from powerful external entities, and potential for external reward or recognition. These findings suggest that self‐assessment is driven significantly by forces external to the organization. How these external factors combine to form the context of self‐assessment may affect the outcomes of the project.
Often owner/decision-makers in closely-held small businesses are overloaded with work and can become isolated from novel information that could improve their decisions and ultimately firm performance. These decision-makers become reliant on heuristics to ease their cognitive burdens and develop a strong bias for the status-quo. Research suggests that external counsel and/or informal advisors may help to encourage more thoughtful consideration of situations, thus exposing or alleviating status-quo bias. This paper contributes to the understanding of decision making in small firms by examining relationships between industry association membership and the willingness of decision-makers in such firms to adopt new technologies. Evidence is found suggesting that small firm owners' access to decision-making information from business associations is related to a greater willingness to adopt new technologies. This is evidence of conscious decision-making that enables their small businesses to go beyond the status-quo.
