Collaborative entrepreneurship involves developing a company's strategy that enables continuous innovation in the entrepreneurial process to exploit new opportunities for value co-creation [2, 4, 6]. This system of pooling resources for joint value creation is one of the elements that contribute to collaborative entrepreneurship [14]. In the following sections, we explain the definition, dimensions and roles of each construct in the context of collaborative entrepreneurship and strategic alliances.
Linking entrepreneurial orientation to collaborative entrepreneurship EO, by far the most popular construct in entrepreneurship literature, is defined as
43] found that SC/EO ranks both determine a firm's intent and ability to seek and use complementary external resources. 20] point out that both SC and EO influence the performance of new ventures, depending on their positions in the network. 48], since SC can logically be both an antecedent and a consequence of entrepreneurship, the relationship between SC and EO must be placed within a temporal context, here, strategic alliances.
Linking interorganizational learning to collaborative entrepreneurship As an avenue for sustaining innovativeness and competitiveness, IOL becomes
Enjoying the benefits of collaboration requires partners to transform their existing knowledge with high resource specificity into interchangeable and understandable forms of resources. For exploitative learning, existing knowledge and its further application will help develop a common knowledge base within the alliance. The refinement and use of existing knowledge available in the network through exploratory learning cannot be solely responsible for alliance outcomes.
Concluding remarks
The potential contribution of exploratory and exploratory learning at the alliance level to continuous innovation deserves further investigation in the context of strategic alliances. IOL addresses the network-based learning practices involving mutual exploitation and exploration of knowledge in the presence of high interdependence and heterogeneity that underlines the distinctive nature of collaborative entrepreneurship to continuous innovation [ 14 , 17 ]. By shedding new light on the managerial implications of SC, EO, and IOL in the context of interfirm collaborations, this article contributes to advancing the understanding of the interface between collaborative entrepreneurship and strategic alliances.
TOP 1%
Introduction
The start-up process of a new entrepreneurial venture and until that time the entrepreneur decides to leave the business is a controversial issue. On the other hand, the entrepreneur is also found to develop a long-term business harvesting strategy. When this is done, the entrepreneur can start a new entrepreneurial venture or retire from the entrepreneurial career altogether.
Business harvesting
- Reasons for harvesting
- Business harvesting options
In an MBO scenario, the current management of the entity raises funds to buy out the entity's owner. The entrepreneur who intends to harvest the entity by merging with another firm focuses more on the price, structure and terms of the proposed deal. The disadvantage is that this can also result in a loss of entrepreneurial spirit in the company.
Methodology
Findings
- Demographic distribution of SMEs
- SMEs preferred harvesting options
- Business merger
- Buyout
- Employee share ownership scheme (ESOS)
Other SMB owners pointed out that they would consider an outright sales harvest option when the entrepreneurial entity has reached its highest performance figure. Some SME owners pointed out that they would consider outright sale as their harvesting strategy and withdraw from entrepreneurial life altogether. Some SME owners pointed out that they had practiced this harvesting practice before.
Discussion of the findings
In certain cases, the entrepreneur still hopes to recover and become actively involved in the business of the entity and possibly buy out the investor. It's better for a budding entrepreneur to have someone look after the business until the entrepreneur's recovery point, and by design, OR from an SME owner's perspective, it provides that opportunity. From an SME owner's perspective, having top performers own a stake in the business and participate in the management of the entity's operations would make it easier to transfer a performance-oriented culture to all incoming employees.
Implications for studying entity harvesting strategies 1 Theoretical implications
- Practical implications
The findings also show that such decisions are not only made in light of poor economic conditions, but appear to have been made from the outset as part of a business plan and continue to adapt to changes in economic conditions. . However, based on the findings, it was found that SME owners seem unwilling to give current employees and management the opportunity to own shares and run the business as an option to exploit. Contrary to the existing literature, which emphasized that ESOS aims to spread wealth among entity employees and entity owners, the findings reveal that entity owners use this strategy to ensure the entity's profitability for a longer period by extending share ownership to the most successful employees who will had an obligation to transfer a performance-oriented culture to new hires.
Limitations of the study
Future research
Conclusion
Start-up companies are companies that have been active for less than 6 years and scale-up companies are companies that have been active for more than 6 years. The result of the research suggests that there is no difference in entrepreneurial marketing behavior between start-ups and scale-ups. Based on the above reasons, the researcher will try to analyze the difference in entrepreneurial marketing behavior of start-up companies compared to scale-up companies.
Literature review
Several studies have also provided evidence showing that start-up companies have more characteristics that make it possible to be more entrepreneurial than scale-up companies. Start-ups are more informal in their planning and marketing analysis [23] and often improvise to create or implement a solution [24]. Value-creating networks will be the dominant dimension in start-ups and scale-up companies.
Research methodology
Start-up companies put more emphasis on network creation and relationship by using more information from their network compared to scale-up companies. Researchers believe that networking not only helps start-ups identify new market opportunities, but also helps them survive [25]. This could be why start-ups can grow in a small market and in environments that do not require broad production resources [26].
Variable identification
T1 The majority of our marketing decisions are based on what we have learned from daily contact with the customers. Q3 Majority of our marketing decisions are based on information exchange with people in our personal and professional. I2 Our marketing decisions are based more on informal customer feedback rather than formal market research.
Analysis and discussion 1 Validity and reliability test
- Hypothesis testing
9 Dominance of value creation Network and proximity to the market dimensions...DOI: http://dx.doi.org/10.5772/intechopen.93628. Value-creating network variable is the most dominant dimension for start-ups with a beta value of 0.46, and as for scale-up firms, the most dominant dimension is market proximity with a beta value of 0.345.
Discussion
Conclusion
Indeed, measuring and reporting social impact can be strategic to improve their performance, access resources and build organizational legitimacy. Therefore, measuring and reporting social impact is considered to be strategic to improve organizational performance, access resources, and build organizational legitimacy [34]. Although the practice of measuring social impact has evolved rapidly in recent decades, scientific research has lagged behind.
Methodology 1 Data collection
- Data analysis
They do not prescribe a specific method or indicators for evaluating social impact or performance. Dashboard Dashboards provide a pre-defined “set of indicators and metrics to cover various dimensions of performance that are considered representative of an organization's results” [6], p. Finally, a frequency analysis was performed for each variable included in order to better understand the characteristics of the studied approaches.
A decision-making framework for social impact measurement 1 Results of the frequency analysis
- How to implement a social impact measurement
Almost all approaches are multi-sectoral and they are mainly aimed at investors and managers of the organization. We suggest that the first two steps of analysis to consider are the unit of analysis and the target group. The further step in the process of social impact measurement is the definition of the social value chain [52].
Discussion and conclusions
Once identified which stakeholder to involve, there is the definition of the modality of the collection (interviews, focus group, questionnaire, observation) which is chosen according to the nature of the data to be collected, the number. The last aspect to define is the timing of the collection, namely when the data collection phase should take place. Acumen Lean DataApproach uses the power of low-cost technology to collect high-quality data at a fraction of the time and cost of other methods.
If it was not already available, the first assessment will provide the baseline, in other words, the identification of the starting point. Therefore, in this phase an attempt is made to go beyond measuring the simple outputs - the immediate result produced in terms of product/service - and to understand how the changes in the beneficiary are directly caused by the organisation/ project activity (outcome) contribute to generating wider effects and over a longer time horizon (impact) and ultimately to understanding and possibly purifying the. The final stage of the social impact measurement process is reporting to stakeholders, communicating and using the results, and embedding the measurement process in the organization.
Moreover, the findings support the idea that so far it has not been possible to establish a gold standard in the practice of social impact measurement. Thus, it may be difficult for researchers and practitioners to develop straightforward social impact measurement standards that are universally applicable. The analysis also reveals several open issues that need to be addressed to advance the practice of social impact measurement and may represent avenues for further research.
Among them, we highlight the development of the Impact Management Project (IMP), led by Bridges Ventures, which has put together a structured network, including the most influential organization in the field, such as GIIN, B Lab, Global Steering Group for Impact Investing, Social Value International, International Finance Corporation, World Benchmarking Alliance, UNDP, Sustainability Accounting Standards Board, etc.
Appendix
- Theoretical reference
- Result and discussions
- Conclusions
- Antecedents influencing the international opportunities process IE research has outlined antecedents at three levels (individual, firm, and
- Individual-level analysis
- Firm-level analysis
- Environmental-level analysis
- Mechanism in the international opportunities process
- Outcomes of the international opportunities process
- Conclusions
- Suggestions for future research
- Concept and definition 1 Concept of entrepreneurship
- Concept of Halalpreneurship
- Definition of Halalpreneurship and Halalpreneurs
- Halalpreneurship vs. entrepreneurship
- Business opportunities for Halalpreneurs
- Halal food
- Modest fashion
- Media and recreation
- Muslim friendly tourism
- Halal pharmaceuticals
- Halal cosmetics
- Potential markets
- Financial system and economic growth
- Which role for local financial development to sustain business activities?
- Local financial development and entrepreneurship
- Local financial development and research spin-off
- Conclusion
- The financial fragility of SMEs: does corporate bond financing make SMEs more resilient to potential crisis?
- Dataset and sample description 1 Dataset on Italian companies
- Sample descriptive characteristics
- Research design and methodology 1 Empirical method
- Dependent and explanatory variables
- Empirical results
- Concluding remarks
- Theoretical frame: developmental perspective
- Brief literature review: age and entrepreneurship
- Challenges/opportunities
- Recommendations: from entrepreneur to entrepreneurship ecosystem The role of formal and informal organizations in shaping and supporting
- Future research agenda: age and entrepreneurship
- Inclusive entrepreneurship education: all ages matter
- Recommendations
- School age entrepreneurs
- Young adult entrepreneurs
- Middle age entrepreneurs
- Older age entrepreneurs
- Central concepts: innovation perspectives 1 Innovation perspectives
- The innovation process and the creative/idea-generating phase and innovative behavior
- Innovation management
- Innovations in aquaculture .1 Background
- Empirical part
- Discussion and conclusions
- Vertical farming
- Classification based on technology
- Classification based on structure
- Advantages and disadvantages of vertical farming .1 Advantages
- High-tech vertical farming projects
- Green spirit farms
- Plenty farms
- Aero-farms
- Challenges for entrepreneurs without access to substantial capital The vertical farm projects described in the previous section are all fairly large-
The intensity of the process is related to the number of opportunities that arise during the process. Here we highlight the effects of the variables on the scope of the probability and the intensity of the process. The dynamics of the relationship between the background of the entrepreneur and the dimensions of the process of recognizing opportunities.
Meanwhile, the intensity of the process is based on the number of opportunities that appear to the entrepreneur. The Halal industry, which represents the global Islamic economy, is one of the fastest growing markets in the world. Consequently, the association of the toyyiban aspect broadens the meaning and implication of halal in the economy [14].
However, there is a gap in the literature due to the fact that until recently no one examined the role of the local economic context on RSOs. The relationship between the financial system and economic development is based on the key role of the services that the financial system provides to businesses [2]. Although some have observed that the role of the financial system and institutions has been overestimated [13], the existing literature generally seems to reveal the importance of the relationship between the financial system and economic growth [4].
Furthermore, the effectiveness of the local courts in taking into account differences in the enforcement system at the local level. The role of the regional financial sector in the capital structure of small and medium-sized enterprises (SMEs). The table shows the number of observations and the percentage in relation to the total for each category.
This question has been explored since the concepts of the knowledge economy began to emerge in the late 1990s. Two of the most popular structures are: (i) building-based vertical farms and (ii) shipping container vertical farms [23].
