Innovation, entrepreneurship and competitive advantage in the entrepreneurial venture

Beaver, Graham; Prince, Christopher

doi:10.1108/14626000210419464

Cited by 87 publications

(99 citation statements)

References 13 publications

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“…Others have attributed the risk aversion propensity of women to their "caring and nurturing" role which inhibits risk taking and promotes risk avoidance attitude, reinforcing the norms which prevail in contemporary society in relation to women (Kepler and Shane, 2007). Beaver (2002) linked female entrepreneurs" risk aversion attitude to the process of socialisation and other deeper psychological factors. Cumulatively, gender socialisation, prior experiences, cognitive cues and a bias portraying women as "risk averse" position women as a structurally disadvantaged group, lacking in masculine traits reflected in the normative male entrepreneurial model (Marlow and Swail, 2014).…”

Section: Risk Assessment and The Finance Of Female And Male Enterprisesmentioning

confidence: 99%

Gender in sustainable entrepreneurship: evidence from the UK

Outsios

Farooqi

2017

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Purpose -Existing research highlights gender as an important dimension for entrepreneurship theory and practice. This study aims to explore the differences between female and male sustainable entrepreneurs in the areas of previous professional experiences, their performance and growth, their use of financial resources and their overall attitude to risk. Design/methodology/approach -Through a feminist perspective and on the basis of empirical evidence gathered through a series of 20 in-depth, semi-structured interviews with male and female sustainable entrepreneurs in the UK, thr authors analyse differences between male and female sustainable entrepreneurs. Findings -The findings suggest that female role models play a significant role in the emergence of women sustainable entrepreneurs who start from the same experience levels as men, show strong feminist attitudes and are conscious of their contribution to global sustainability. Sustainable entrepreneurship offers women professional development and a limited flexibility to balance work and family commitments. Lack of funding appears to be a major constraint applying to both female and male participants, while the authors argue that business pragmatism in a difficult investment environment triggered women"s reluctance to take on debt. Nonetheless, female sustainable entrepreneurs were found to have developed and used their professional and social networks to a greater extent than their male counterparts. Originality/value -This study offers a new gender perspective to the research of sustainable entrepreneurship and, at the same time, contributes with findings from research on sustainable entrepreneurs to the study of gender in management.

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Section: Risk Assessment and The Finance Of Female And Male Enterprisesmentioning

confidence: 99%

Gender in sustainable entrepreneurship: evidence from the UK

Outsios

Farooqi

2017

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“…Innovation has an established role in SME product and service development as a precursor to organisational growth (Beaver and Prince, 2002), with "order winners" being key benefactors where product innovation represents an organisational strength (Hill, 2009). From a UK perspective, the transformation of R&D investment to product realisation is particularly challenging across the MSME sector, with greater priorities typically afforded to sales and marketing strategies at the expense of manufacturing processes within high-growth MSMEs to gain competitiveness on customer service and price (O'Regan et al, 2006).…”

Section: Re-aligning Manufacturing Priorities In Small and Medium Entmentioning

confidence: 99%

“…In addition to the financial restrictions placed on the sector which are highlighted extensively, this study can report that since the Great Recession of 2008, the UK-based MSMEs are experiencing a step-change in customer expectations around increased, more complex and bespoke product mix that have required MSMEs to invest in both product innovation (Beaver and Prince, 2002) and manufacturing flexibility (Oke, 2005;Rundh, 2011), as highlighted within Figure 4. Essential to successful dovetailing of these two strategic decisions is appropriate movement in organisational culture and management philosophy including the deployment of greater cross-functional decision-making processes.…”

Section: Contribution To Knowledgementioning

confidence: 99%

Environmental turbulence: impact on UK SMEs’ manufacturing priorities

Sainidis

Robson

2016

MRR

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Purpose: This paper aims to assess the impact of 2008 recession (Great Recession)-led environmental turbulence on the manufacturing small and medium enterprise (SME) sector and its related competitive priorities. Design/methodology/approach: A mixed methods research strategy, consisting of a survey of 104 manufacturing SMEs located in the UK, complemented by 17 in-depth interviews with senior management representatives from this survey group. Findings: Senior managers have prompted a realignment of competitive manufacturing priorities accounting for external financial and market conditions. Differing competitive priorities postrecession are given to various areas of manufacturing decision-making, the greatest impact being on manufacturing costs. Manufacturing flexibility, performance in meeting customer deliveries and enhancing supplier selection are merited to increase priority with relatively little change for process technology, quality and environmental practices. Research limitations/implications:The sample of survey participants was relatively small, therefore prohibiting an assessment of differences in competitive priorities by sub-sectors of manufacturing SMEs. This was offset by a healthy number of informative, in-depth interviews that provided a richness of examples and insight into the shifting priorities for the sector. Practical implications: Clear priorities have emerged around reducing manufacturing costs, being more flexible in manufacturing and improving outward performance relating to customers and suppliers. Originality/value: This builds on established manufacturing strategy constructs and points to necessary competitive priority realignment focused on the performance areas listed above.

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“…The nature and amount of information required, the relevance of sources perceived and approached, and the speed and accuracy of the final interpretation of information obtained is decisive. ' Beaver and Prince (2002) and Gartner (1985) contend that the development of successful new firms requires pertinent information that can only be found through external networking. It is the means by which entrepreneurs can strengthen their knowledge base, fashion their competitive advantage (by providing the stimulus for change and progress) and undertake genuine product and competitive analysis.…”

Section: Intellectual Capital and Relational Capitalmentioning

confidence: 99%

Building intellectual capital in incubated technology firms

Gately

Cunningham

2014

Journal of Intellectual Capital

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Purpose:The value of relational capital generated by entrepreneurs with their internal and external environment , provides considerable resources when properly leveraged. It is particularly important in environments such as the high tech sector of incomplete information and weak economic markets such as new products, markets or technologies (Davidsson, and Honig, 2003). The paper examines how incubated technology entrepreneurs build relational capital for a new venture formation in the social context of a Higher Education Institution.Design/methodology/approach: Our study took a qualitative approach based on content analysis of business plans and in-depth interviews with twenty-five technology entrepreneurs on an incubation programme -South East Enterprise Platform Programme -for technology graduates in the South East of Ireland.Findings: Our study found that technology entrepreneurs during new venture formation engaged in four types of relational capital activities, namely, development of networks and contacts, relationship building, accessing and leveraging knowledge experts and members of associations.Practical Implications: Incubator programmes need to actively support social building activities of technology entrepreneurs. HEI knowledge assets and networks are critical elements in supporting incubator technology entrepreneurs.Originality/Value: Our study identified four types of relational capital building. We also found using Evans Jones (1995) categorization of technology entrepreneurs that users, producers, opportunists and non-technical entrepreneurs engaged in client focused relational capital building, whereas researcher types networked with service providers and displayed arms length relational capital building styles.

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Innovation, entrepreneurship and competitive advantage in the entrepreneurial venture

Cited by 87 publications

References 13 publications

Gender in sustainable entrepreneurship: evidence from the UK

Gender in sustainable entrepreneurship: evidence from the UK

Environmental turbulence: impact on UK SMEs’ manufacturing priorities

Building intellectual capital in incubated technology firms

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