Creative Business Model Innovation for Globalizing SMEs

Mets, Tõnis

doi:10.5772/37915

Cited by 11 publications

(8 citation statements)

References 32 publications

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“…These results align with findings and propositions in previous studies [2,4,14,19,21,30,31]. These situations correspond to what Yitshaki and Kropp [9] named pull factors or Mets [28] named pre-history, because they are motivationally displaced by other human and nonhuman stakeholders, causes, and ventures in different dynamic relations, corroborating the propositions in the literature [2]. Belz and Binder [6] and Perrini et al [23] found that sensitivity towards some problems relates to entrepreneurs' motivations.…”

Section: Discussionsupporting

confidence: 89%

“…Perrini et al [23] identified that sensitivity towards a social problem fosters idea generation. In this sense, an idea can be related to prior history of an individual [28], i.e., prior knowledge and experience, such as education, work experience, hobbies, and family background [4,19,21,[29][30][31]. A potential starting point is the recognition of a social or ecological problem, which the prospective entrepreneurs encountered and experienced in their private or professional lives [6].…”

Section: Idea Generationmentioning

confidence: 99%

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Sustainable Entrepreneurial Process: From Idea Generation to Impact Measurement

et al. 2019

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In order to promote sustainable entrepreneurship, it is necessary to understand the sustainable entrepreneurial process. To address this gap in the literature, this study aims to investigate how entrepreneurs generate ideas, as well as recognize, develop, and exploit opportunities in the context of sustainable development. A case study was carried out with eleven organizations in six different countries, from different sectors, including not-for-profit and for-profit businesses. The findings address a series of mechanisms that occur prior to the process of generating an idea and are relevant to the positive impact of these businesses on society. Entrepreneurs' previous experiences and skills, as well as the knowledge of similar initiatives, strongly relate to motivation and idea generation. In the analyzed cases, prior experience seemed to be related to a sensitivity towards a social or environmental problem. Previous experience in entrepreneurship was not determinant. The quality of the initial idea was relevant, once little changes occurred throughout the entire process. In most situations both dimensions of sustainability were integrated at the same time and before venture launch. Despite this, the focus of the entrepreneurs was on only one dimension. The inclusion of positive impact measurement on society, as part of the sustainable entrepreneurial process model, is another relevant finding. First, it is necessary to differentiate the sustainable entrepreneur from the regular and the social entrepreneur. Secondly, in some situations, the dimensions of sustainability are not integrated at the same time and before venture launch, and therefore considering that the process is finished in the phase of venture launch can lead to misclassifications. The results also led to the recognition of triggers that can stimulate sustainable entrepreneurship, such as educational practices more aligned with sustainability problems faced by local communities, stronger dissemination of successful business cases related to sustainability in other countries and contexts, integration between universities and businesses, and the inclusion of practice-based learning in curricula. A contribution to the literature was achieved by providing a systemic perspective on sustainable entrepreneurial process. This study also contributes by presenting empirical evidence of the phenomenon of sustainable entrepreneurship. The holistic knowledge of this process provides new information that supports academics, policy makers, government, and individuals with a more appropriate understanding of the conditions that help to stimulate new business activities dealing with economic, social, and environmental problems faced in society, helping to achieve the United Nations Sustainable Development Goals.

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Section: Discussionsupporting

confidence: 89%

Section: Idea Generationmentioning

confidence: 99%

Sustainable Entrepreneurial Process: From Idea Generation to Impact Measurement

et al. 2019

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“…The subject of start-ups reaching the market has been described as a technology-market learning process of new product development and venture launch. Frequently, learning new opportunities and striving to cover R&D expenses leads entrepreneurs to the invention of a new globalising business model (Mets, 2012). This is a process in which the result is that entrepreneurs implement a new technology-based business idea to launch a new venture, also called 'opportunity exploitation'.…”

Section: Introductionmentioning

confidence: 99%

The Entrepreneurial Journey of High-Tech Venture Creation

Mets

Trabskaja

Raudsaar

2019

ReE

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Entrepreneurial opportunities and the entrepreneurial process have long been understood as the foundation and heart of entrepreneurship. In this article, using systems thinking and a systems approach, we reshape the dynamic stage model of the entrepreneurial process to create a novel method for the configuration and metrics of progression of the entrepreneurial journey. To this end, we justified venture maturity as the generalised dimension that characterises entrepreneurial journey in the temporal scale. Until the venture launch, perceived (by the entrepreneur) venture maturity describes the progression of the entrepreneurial journey. The artefacts generated within the stages of the entrepreneurial process serve as the markers of progression of the journey. We also suppose the combination of the discrete and continuous character of the entrepreneurial journey trajectory between the edges bordering the corridors of opportunity space. This article contributes to existing approaches that facilitate better understanding of the entrepreneurial journey and process concepts by examining the interconnections between entrepreneurial process, journey, venture maturity, time and space. ResumenLas oportunidades emprendedoras y el proceso emprendedor se han entendido durante mucho tiempo como la base y el corazón del emprendimiento. En este artículo, utilizando el pensamiento The entrepreneurial journey of venture creation: reshaping process and space SECCIÓN ESPECIAL -62-sistémico y un enfoque sistémico, reformamos el modelo dinámico de etapas del proceso emprendedor para crear un método novedoso para la configuración y las métricas de progresión del viaje emprendedor. Con este fin, hemos justificado que la madurez del proyecto se corresponde con la dimensión generalizada que caracteriza el viaje emprendedor en la escala temporal. Hasta el lanzamiento de la empresa, la madurez percibida (por el empresario) de la empresa es la que describe la progresión del viaje emprendedor. Los artefactos generados dentro de las etapas del proceso emprendedor sirven como marcadores de la progresión del viaje. También suponemos la combinación del carácter discreto y continuo de la trayectoria del viaje emprendedor entre los confines que delimitan los corredores del espacio de oportunidad. Este artículo contribuye a los enfoques existentes que facilitan una mejor comprensión del viaje emprendedor y los conceptos de proceso al examinar las interconexiones entre el proceso emprendedor, el viaje, la madurez de la empresa, el tiempo y el espacio.

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“…The role of entrepreneur is also important, as the driver for company to learn, shift, and grow in global business. It can be: i) learned global is a leading to global business slowly by learning from the experience and accumulated knowledge; ii) global born is an integration to global in a short time since it was founded immediately go global; iii) and born-again global domestic company suddenly gone global after shock or triggered by critical events' (Mets, 2012).…”

Section: Introduction a Background And Objectivementioning

confidence: 99%

Interactive learning for upgrading and growth: Case of Indonesian fishery firms

Aminullah

Fizzanty²,

Sari³

et al. 2017

STIPM Journal

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This paper intends to reveal the interactive learning for upgrading and growth in Indonesian fishery firms. The main question is how learning and innovation have occurred in Indonesian fishery firms. The study was conducted in two categories of fishery firms: fish processing and aquaculture (shrimp). The interfirm interactions contain knowledge flows and feedback in local production network involving local suppliers and foreign buyers. The study found that the model of interactive learning for upgrading and growth work as a coupling of three loops: the upgrading capability, the growth formation, and limiting elements. The upgrading capability is subject to growth formation, which is determined by limiting elements. The limiting elements will control the quantity and quality of materials supply that affect inter-firm interaction. The model suggests that the dynamics of upgrading and growth through interactive leraning will continue in a stable manner by easing the constraints of limiting elements through: combating illegal fishing, encouraging interaction with universities, shifting to higher added value products, institutional support for global trading, preventing shrimp disease, providing infrastructure, business facilities, and regulation information.

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Creative Business Model Innovation for Globalizing SMEs

Cited by 11 publications

References 32 publications

Sustainable Entrepreneurial Process: From Idea Generation to Impact Measurement

Sustainable Entrepreneurial Process: From Idea Generation to Impact Measurement

The Entrepreneurial Journey of High-Tech Venture Creation

Interactive learning for upgrading and growth: Case of Indonesian fishery firms

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