Market-Driven Management as Entrepreneurial Approach

Vallini, Carlo; Simoni, Christian

doi:10.4468/2009.1.03vallini.simoni

Cited by 5 publications

(4 citation statements)

References 32 publications

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“…Such a context requires companies to balance their technological foundation with an 'outside-in' thinking process (Day 1998;Brondoni 2007;Sciarelli 2008), commonly known as market-oriented management. This market approach stimulates firms to continuously explore the market in order to identify new business opportunities and adapt their strategies to changing conditions (Lambin 2008, Vallini, Simoni 2009Doz et al 2001). It follows that organizations able to timely monitor information derived from the outside, have a greater aptness to perform "before and better than competitors" (Brondoni 2008) in the identification of new businesses.…”

Section: Introductionmentioning

confidence: 99%

Business Development Capability: Insights from the Biotechnology Industry

Lorenzi

Sørensen

2014

Symphonya. Emerging Issues in Management

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Section: Introductionmentioning

confidence: 99%

Business Development Capability: Insights from the Biotechnology Industry

Lorenzi

Sørensen

2014

Symphonya. Emerging Issues in Management

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“…The results of entrepreneurship education research showed that creative-oriented curriculum and entrepreneurial spirit formation need to be developed in education (Direktorat Jenderal Pendidikan Tinggi, 2010a). In addition, universities play a role in the process of internalizing entrepreneurial values, improvement of skills (transfer knowledge) in aspects of marketing, finance and technology; and entrepreneurial support (business setup) (Vallini and Simoni, 2009). Universities are also expected to facilitate students in developing entrepreneurship such as providing business incubators and funding access assistance.…”

Section: Discussionmentioning

confidence: 99%

Entrepreneurship education program as value creation

Aldianto

Anggadwita

Umbara

2018

JSTPM

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Purpose The purpose of this paper is to analyze the role of inputs and processes to the output of entrepreneurship education programs (EEPs) in universities in Bandung, Indonesia. The input here is related to the audience, institutional setting and type. The process includes the objective, content and teaching method. The output is represented by entrepreneurial knowledge, entrepreneurial spirit and entrepreneurial behavior. Meanwhile, this study tries to reflect that inputs, processes and outputs in EEPs to create value for students. Design/methodology/approach This study provides empirical evidence of how the influence of inputs and processes on output of EEPs. The results are based on survey data collected at universities in Bandung, Indonesia. A total of 222 respondents participated in filling questionnaires. Structural equation modeling is used to test the proposed hypothesis. Findings The study found that inputs are positively and significantly related to the process of EEP. The study also point out that processes have positive and significant effect on the output of EEP. Meanwhile, the inputs have negative and insignificant effect on the output of EEP. The study concludes that EEPs should be integrated in providing learning to students in encouraging business creation through the identification of inputs, processes and outputs so as to provide insight into how to manage value creation. Practical implications The study is valuable from a university and government perspective, as it highlights the most effective EEP for creating value that is an increase in the number of young entrepreneurs and business creation. Originality/value This study adds knowledge based on students’ perspectives at universities by demonstrating the importance of inputs and processes for EEP output as value creation in giving impact for students to be entrepreneurs.

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“…Research on entrepreneurship has been evolving for over a half century, observational at first (Drucker 1985;Schumpeter 1934) and subsequently becoming an eclectic and disjointed beginning without theory building (Shane and Venkataraman 2000). Entrepreneurship, traditionally considered as an "outward-looking" phenomenon, has been greatly influenced over the years Kirzner (1997) mainly by the Austrian school of economics (Schumpeter 1934;Hayek 1945;Shackle 1979;Littlechild 1986) and is probably one of the most studied yet least understood concepts in science (Vallini and Simoni, 2009). Presently, there is a lack of consensus about defining or conceptualizing entrepreneurship (Acs, Autio, and Szerb 2013, 11).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Public Research Support for an Innovative Integrated Payment Model of Service Delivery

Bracaglia

Monetta

Vanobberghen³

2015

Entrepreneurship Research Journal

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This paper introduces an entrepreneurial innovation supported by\ud public research. TITAN is an R&D project funded by European Structural Funds\ud with the National Operational Program for “Research and Competitiveness”\ud 2007–2013 (NOP for R&C). General purpose of TITAN project is to achieve a\ud multi-application and multi-channel platform to manage value-added services\ud (VAS) and e-payments. From the EPAS protocols perspective of standardizing the\ud electronic payment, VAS data management will be included in the current\ud financial messages (CAPE – ISO 20022). In order to improve the process of card\ud payment transactions through the delivery of new VAS was born the cooperation\ud between EPASOrg and TITAN’s team. This cooperation would facilitate the\ud examination and submission to ISO 20022 of data components related to the\ud provision of added-value services meeting the requirements of those new contactless\ud applications developed in the framework of the project. This is the\ud principal and most entrepreneurial innovation concentrated on the integration\ud of payment and VAS that draws attention to a new model delivering the VAS on a\ud multi-application device used by both payment and VAS, during the same\ud payment transaction. The latter result has led a Change Request to ISO in order\ud to allow the extension to the VAS on the standard ISO 20022 related to card\ud payment. The innovative model proposed is validated through a sample scenario\ud and, finally, the conclusions summarize the next steps and underlines possible\ud implications for future business and technological development

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Market-Driven Management as Entrepreneurial Approach

Cited by 5 publications

References 32 publications

Business Development Capability: Insights from the Biotechnology Industry

Business Development Capability: Insights from the Biotechnology Industry

Entrepreneurship education program as value creation

Public Research Support for an Innovative Integrated Payment Model of Service Delivery

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