Emergent strategies and etnrepreneurial managers in public and mixed‐mode enterprises: the evolution of community/business resource centres in south‐east England

Broadhurst, Arlene Idol; Paterson, Andrew; Ledgerwood, Grant

doi:10.1108/eum0000000006809

Cited by 4 publications

(4 citation statements)

References 21 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Interestingly, and to a certain degree in contrast, the small study of Broadhurst et al. () found publicly funded/mixed enterprises are more successful in the same market than their private counterparts. At the same time, not all of the public managers surveyed saw themselves as entrepreneurs.…”

Section: Results: a Framework Of Determinants Related To Entrepreneurmentioning

confidence: 89%

Linking Two Worlds? Entrepreneurial Orientation in Public Enterprises: A Systematic Review and Research Agenda

Tremml

2018

Ann Public Coop Econ

View full text Add to dashboard Cite

Contemporary public enterprises differ from their forebears. Today, they are more similar to private enterprises, receiving far more attention than previously, when privatization processes all over the world were in the spotlight. Furthermore, the broad research stream of entrepreneurship has so far neglected the consideration of public enterprises. To set a future research agenda, the author examines the dispersed literature using an integrative and organizing framework to identify major topics and research findings. This paper reviews articles that investigate the entrepreneurship in contemporary public enterprises. Despite the growing scholarly interest globally, this systematic literature review indicates there is no more than a loose connection between the literature streams of public entrepreneurship and corporate entrepreneurship. Specifically, the review shows that the multidimensional concept of entrepreneurial orientation has thus far been ignored, although autonomy plays a significant role in the literature review, namely in the context of the interference of the public owner. It also reveals other essential research gaps, such as the development of a modern theory of public enterprises. The linked research stream of public‐sector corporate entrepreneurship offers a broad area of scholarly research and should encourage further investigation.

show abstract

Section: Results: a Framework Of Determinants Related To Entrepreneurmentioning

confidence: 89%

Linking Two Worlds? Entrepreneurial Orientation in Public Enterprises: A Systematic Review and Research Agenda

Tremml

2018

Ann Public Coop Econ

View full text Add to dashboard Cite

show abstract

“…In the literature, there is also a term for contingency strategies, which are characterized by trial-and-error adaptation of market demand. They are more appropriate for small business resource centres in the early stages of development than prescriptive strategies that assume environmental certainty (Broadhurst, Paterson, & Ledgerwood, 2001). We conclude that entrepreneurs design innovative BMs that must respond sequentially to the triad of viability, a complex and uncertain process in which an idea becomes a product (Morente & Ferràs, 2018).…”

Section: The Concept Of Viability According To Renowned Authorsmentioning

confidence: 92%

KNOWCON 2021. Knowledge on Economics and Management: Conference Proceedings

2021

View full text Add to dashboard Cite

CBDC (central bank digital currency) is a rising economic topic internationally in the last few years. CBDC is not yet introduced as payment tool, beside the pilot projects. The first choice to be made is to use the CBDC in a certain national economy or not, and it is based on political aims, economic interests, objectives of business development and social welfare. Meanwhile the taxonomy of CBDC is quite complicated and growing in abundance, even before the official circulation had started. There is not "one option fit all" scenario for CBDC. It is theoretically possible in one and the same national economy different CBDC types to be used, as per aims to be reached. Highly developed economies are likely to have different choices than the lower developed ones; the macroeconomic reasoning, might lead to decision on CBDC different than the micro economic ones. The choice for a CBDC volume/ share of all national money, the choice when to have CBDC, other choices like convertibility, trans border CBDC operation opportunities, privacy, specific incentives and limitations continue the list of complex choices to be made for CBDC. The final decision compromise is up to the prevailing economic philosophy of policy makers. Although CBDC as any fiat money form is a state matter, it could not survive without the support of the population. The final choice belongs to money users-companies and people.

show abstract

“…The adapted strategy should be used with the planned strategy that is set by the management for flexibility to solve problems at hand or certain critical situations (Moncrieff, 1999). Apart from that, the organisation must be able to sense the sign of change in order to analyse the influencing factors and create a framework or agreement within reporting structure and the joint utilisation of available resources with external organisation by focusing on more flexible system (Arlene, Andrew, & Grant, 2001;Effie, Ozcan, & Denis, 2016).…”

Section: Emergent Strategymentioning

confidence: 99%

Creating Sustained Strategic Capabilities Through Organisational Dynamic Capabilities and Strategies: A Case Study of Rubber Wood Export Industry in Thailand

Hareebin¹,

Aujirapongpan²,

Siengthai³

2018

AAMJ

View full text Add to dashboard Cite

This exploratory research investigates how firms upgrade their strategic capabilities for superior returns of current markets and enable their entry into a new industry. The study explores how the current successful entrepreneurs build their organisation's strategic capabilities and achieve their sustained strategic capabilities in today's rapidly changing environment. As this is an exploratory study, a qualitative approach is used. We first interviewed the expert academicians in strategic management in order to validate and verify our research instrument. We then interviewed the sample successful entrepreneurs in the rubber industry in the South of Thailand on how they developed and adapted their strategies over time to sustain their competitiveness in the relevant product markets. Finally, a case study is used to illustrate how a successful company of latex product export industry became competitive in its new industry entry. This study finds that there is a positive systematic relationship between organisational strategic capabilities, namely resource-based capabilities (RBCs), knowledge-based capabilities (KBCs), network-based capabilities (NBCs), and organisational dynamic strategies. This relationship is linked to the development of a dynamic, process-oriented strategy that seeks to maintain a higher return on investment and to focus on new markets. This study contributes to the theoretical Yuttachai Hareebin et al. 118 knowledge of strategic management, and its practical implication is that entrepreneurs should focus on developing dynamic capabilities of their firm to cope with the constantly changing environment nowadays.

show abstract

Emergent strategies and etnrepreneurial managers in public and mixed‐mode enterprises: the evolution of community/business resource centres in south‐east England

Cited by 4 publications

References 21 publications

Linking Two Worlds? Entrepreneurial Orientation in Public Enterprises: A Systematic Review and Research Agenda

Linking Two Worlds? Entrepreneurial Orientation in Public Enterprises: A Systematic Review and Research Agenda

KNOWCON 2021. Knowledge on Economics and Management: Conference Proceedings

Creating Sustained Strategic Capabilities Through Organisational Dynamic Capabilities and Strategies: A Case Study of Rubber Wood Export Industry in Thailand

Contact Info

Product

Resources

About