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Entrepreneurship and Innovation: Theory, Practice and Context Fourth Edition 2020 [Kietas viršelis]

,
  • Formatas: Hardback, 509 pages, aukštis x plotis: 235x155 mm, weight: 963 g, 149 Illustrations, black and white; XXVI, 509 p. 149 illus., 1 Hardback
  • Serija: Springer Texts in Business and Economics
  • Išleidimo metai: 12-Dec-2019
  • Leidėjas: Springer Verlag, Singapore
  • ISBN-10: 9811394113
  • ISBN-13: 9789811394119
Kitos knygos pagal šią temą:
Entrepreneurship and Innovation: Theory, Practice and Context Fourth Edition 2020Didesnis paveikslėlis
  • Formatas: Hardback, 509 pages, aukštis x plotis: 235x155 mm, weight: 963 g, 149 Illustrations, black and white; XXVI, 509 p. 149 illus., 1 Hardback
  • Serija: Springer Texts in Business and Economics
  • Išleidimo metai: 12-Dec-2019
  • Leidėjas: Springer Verlag, Singapore
  • ISBN-10: 9811394113
  • ISBN-13: 9789811394119
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9789811394119.html

This book provides an overview of the theory, practice and context of entrepreneurship and innovation at both the industry and firm level. It provides a foundation of ideas and understandings designed to shape the reader’s thinking and behaviour to better appreciate the role of innovation and entrepreneurship in modern economies, and to recognise their own abilities in this regard. The book is aimed at students studying advanced levels of entrepreneurship, innovation and related fields as well as practitioners (for example, managers, business owners).

As entrepreneurship and innovation are largely indivisible elements and cannot be adequately understood if studied separately, the book provides the reader with an overview of these elements and how they combine to create new value in the market. This edition is updated with recent international research, including research and examples from Europe, the US, and the Asia-Pacific region.


1 Entrepreneurship as a Social and Economic Process
1(34)
1.1 Introduction
1(2)
1.2 The Benefits of Entrepreneurial Activity
3(2)
1.3 Necessity and Opportunity Entrepreneurs
5(3)
1.4 Attitudes Towards Entrepreneurship as a Career
8(2)
1.5 The Pursuit of High-Growth Firms
10(1)
1.6 Global Trends in Entrepreneurship and Innovation
10(2)
1.6.1 Shift from a `Managed' to an `Entrepreneurial Economy'
11(1)
1.6.2 Rise of the `Knowledge Economy'
11(1)
1.6.3 Strategically Networked Innovation
11(1)
1.6.4 Globalisation
11(1)
1.6.5 Low, Mid and High-Technology Innovation
12(1)
1.6.6 Social Entrepreneurship and Innovation
12(1)
1.7 What Is an Entrepreneur?
12(1)
1.8 The Entrepreneurship Domain
13(2)
1.9 Defining Entrepreneurship
15(1)
1.10 Managers, Entrepreneurs and Entrepreneurial Managers
16(3)
1.10.1 Entrepreneurs and Small Business
18(1)
1.11 Defining Innovation
19(1)
1.12 Types of Innovation
20(2)
1.13 Innovation Lifecycles
22(2)
1.14 Sources of Innovation
24(2)
1.14.1 Encouraging Entrepreneurship and Innovation
25(1)
1.15 National Innovation Systems
26(2)
1.16 Strategies to Encourage Entrepreneurship
28(1)
1.17 Strategies to Encourage Innovation
29(2)
References
31(4)
2 The Entrepreneur
35(28)
2.1 Introduction
35(1)
2.2 Common Characteristics of Entrepreneurs
36(3)
2.3 Are Entrepreneurs Born or Made?
39(1)
2.4 Entrepreneurial Motivation
40(1)
2.5 Models of Entrepreneurial Motivation
41(2)
2.6 Factors Influencing Entrepreneurial Behaviour
43(1)
2.7 The Influence of Life Stage on Entrepreneurial Learning and Behaviour
44(2)
2.8 Measuring Entrepreneurial Characteristics
46(1)
2.9 General Enterprising Tendency (GET) Test
47(3)
2.9.1 Need for Achievement
48(1)
2.9.2 Creativity
48(1)
2.9.3 Desire for Autonomy
48(1)
2.9.4 Risk-Taking Orientation
49(1)
2.9.5 Internal Locus of Control
49(1)
2.10 Awakening the Entrepreneur: Application of the GET Test
50(3)
2.11 Entrepreneurial Orientation
53(4)
2.11.1 Measuring Entrepreneurial Orientation
54(1)
2.11.2 Applying Entrepreneurial Orientation
55(2)
2.12 The Dark Side of Entrepreneurship
57(1)
References
58(5)
3 The Entrepreneurial Process
63(32)
3.1 Introduction
63(1)
3.2 The Entrepreneurial Process
63(3)
3.2.1 Opportunity Screening
64(1)
3.2.2 Marshalling Resources
65(1)
3.2.3 Building the Capability of the Team
66(1)
3.3 The Theory of Effectuation
66(2)
3.4 The Entrepreneurial Process Model
68(1)
3.5 3M Analysis for Opportunity Screening
69(4)
3.5.1 Market
69(1)
3.5.2 Money
70(2)
3.5.3 Management
72(1)
3.6 The New Venture Creation Process
73(1)
3.7 A Study of the Process of Enterprise Formation
74(3)
3.7.1 Actions Taken Prior to Launch or Abandonment
75(1)
3.7.2 Triggers and Barriers to New Venture Creation
75(2)
3.7.3 Implications of the Study
77(1)
3.8 The Importance of Creativity Management
77(4)
3.8.1 The Creative Thinking Process
78(1)
3.8.2 Encouraging Creativity in the Workplace
79(2)
3.9 The Effects of Time Pressure on Creativity
81(2)
3.10 Creating Rich Pictures
83(1)
3.11 Applying Creativity Tools to Systems Thinking
84(6)
3.11.1 Generators
86(1)
3.11.2 Conceptualisers
86(1)
3.11.3 Optimisers
86(1)
3.11.4 Implementers
86(1)
3.11.5 Stage 1 Initiation: Problem Finding
87(1)
3.11.6 Stage 2 Testing Understanding: Fact Finding
87(1)
3.11.7 Stage 3 Clarifying: Problem Definition
88(1)
3.11.8 Stage 4 Ideation: Idea Finding
89(1)
3.11.9 Active Divergence
90(3)
3.11.10 Active Convergence
91(1)
3.11.11 Stage 5 Evaluation: Solution Finding
91(2)
3.11.12 Stage 6 Optimisation: Planning
93(1)
3.11.13 Stage 7 Enabling Action: Acceptance Winning
93(1)
3.11.14 Stage 8 Enabling Action: Implementing
93(1)
References
93(2)
4 Entrepreneurship and Innovation in Large Firms
95(36)
4.1 Introduction
95(1)
4.2 The Entrepreneurial Manager
95(3)
4.3 Large Corporations as Successful Innovators
98(1)
4.4 A Model of Corporate Intrapreneuring
99(2)
4.5 Challenges for Senior Management
101(1)
4.6 Failure Tolerant Leadership
101(1)
4.7 Unleashing the Intrapreneurs
102(1)
4.8 Ten Principles of Intrapreneuring
102(1)
4.9 The Process of Internal Corporate Venturing
103(2)
4.9.1 Vicious Circles in the Definition Process
103(1)
4.9.2 Managerial Dilemmas in Impetus Process
104(1)
4.9.3 Indeterminateness of Strategic Context of ICV Development
104(1)
4.9.4 Perverse Selective Pressures Exerted by Structural Context on ICV Development
104(1)
4.10 Advice for Intrapreneurs
105(1)
4.11 Developing HR Frameworks for Intrapreneuring
106(2)
4.12 Creating the Innovative Organisation
108(5)
4.12.1 Market Orientation
108(1)
4.12.2 Innovative Leadership
109(1)
4.12.3 Non-linear Strategic Planning
110(1)
4.12.4 Ambidextrous Structure
111(1)
4.12.5 Innovation Culture
112(1)
4.13 Balancing Culture and Structure
113(2)
4.14 Open Innovation and Absorptive Capacity
115(4)
4.14.1 Open Innovation
115(2)
4.14.2 Absorptive Capacity
117(1)
4.14.3 Managing Open Innovation
118(1)
4.15 Innovation in Public Sector Organisations
119(8)
4.15.1 Key Challenges Facing Public and Non-profit Sectors
119(1)
4.15.2 The Role Orientations of Public Agencies
120(1)
4.15.3 Fostering Innovation in Public Organisations
121(2)
4.15.4 Measuring Innovation in Public Organisations
123(2)
4.15.5 Lessons from Innovation Within Public Organisations
125(2)
References
127(4)
5 Innovation in Small Firms
131(34)
5.1 Introduction
131(1)
5.2 Definition of Small Firms
132(2)
5.3 Characteristics of Small Firms
134(1)
5.4 The "Myth" of Innovation in Small Firms
135(2)
5.5 Advantages and Disadvantages of Small Firms
137(1)
5.6 SMEs vs. Large Firms
138(1)
5.7 Less Formality in Small Firms
138(1)
5.8 The Entrepreneur and the Owner-Manager
139(2)
5.9 Theories of Small Business Management
141(3)
5.10 Causes of Small Business Failure and Success
144(2)
5.11 The Growth Cycle of Small Firms
146(2)
5.12 What Strategic Options Do Small Firms Have?
148(2)
5.13 The Importance of Strategic Thinking
150(10)
5.13.1 Entrepreneurship
151(1)
5.13.2 Innovation
152(2)
5.13.3 Strategic Networking
154(2)
5.13.4 The Growth Vector
156(3)
5.13.5 The Strategic Triangle
159(1)
References
160(5)
6 Adoption and Diffusion of Innovation
165(26)
6.1 Introduction
165(1)
6.2 Three Innovation Paradigms
166(2)
6.3 Generation and Diffusion of Innovation
168(3)
6.4 Theories of Diffusion
171(3)
6.5 Why Innovations Diffuse into Markets
174(2)
6.5.1 Relative Advantage
174(1)
6.5.2 Complexity
174(1)
6.5.3 Compatibility
174(1)
6.5.4 Trial-Ability
175(1)
6.5.5 Observability
175(1)
6.5.6 Usefulness and Ease of Use
175(1)
6.5.7 Subjective Influences
175(1)
6.6 The Critical Mass of Adoption
176(1)
6.7 Diffusion of Innovation in Historical Context
177(1)
6.8 Diffusion Adoption Patterns
178(2)
6.8.1 Venturesome Innovators
179(1)
6.8.2 Respectable Early Adopters
179(1)
6.8.3 The Deliberate Early Majority
180(1)
6.8.4 The Sceptical Late Majority
180(1)
6.8.5 Traditional Laggards
180(1)
6.9 The Innovation Decision Process
180(1)
6.10 Innovation Adoption in Organisations
181(2)
6.10.1 Managerial Intervention
181(1)
6.10.2 Subjective Norms
181(1)
6.10.3 Facilitating Conditions
182(1)
6.10.4 Secondary (Individual) Adoption Process
182(1)
6.10.5 Assimilation
182(1)
6.10.6 Consequences
182(1)
6.11 Rogers Innovation Adoption Model
183(1)
6.12 Innovation Diffusion as a Social Process
184(2)
6.12.1 Characteristics of the Innovation
185(1)
6.12.2 Characteristics of the Innovator
185(1)
6.12.3 Environmental Context in Which the Diffusion Is to Occur
185(1)
6.12.4 The Role of Word-of-Mouth Communication
186(1)
6.13 The Failure of Innovation Diffusion
186(2)
References
188(3)
7 Planning, Business Models and Strategy
191(36)
7.1 Introduction
191(1)
7.2 The Value of the Business Plan
192(1)
7.3 Do Business Plans Really Matter?
192(2)
7.4 What Is Business Planning?
194(1)
7.5 Types of Business Plans
195(1)
7.6 Writing a Business Plan
196(2)
7.7 Designing the Business Model
198(2)
7.8 The `Business Model Canvas' for Business Model Design
200(11)
7.8.1 Customer Segments and Market Segmentation
201(2)
7.8.2 The Customer Value Proposition (CVP)
203(1)
7.8.3 Customer Relationships
204(1)
7.8.4 Channels -- Your Go to Market Mechanism
205(1)
7.8.5 Revenue Stream -- Capturing Value
205(2)
7.8.6 Key Resources
207(2)
7.8.7 Key Activities
209(1)
7.8.8 Strategic Partners
210(1)
7.9 The Role of Vision
211(2)
7.9.1 A Vision to Align and Motivate
211(1)
7.9.2 Don't Confuse Planning for Clear Vision
212(1)
7.10 How Entrepreneurs Craft Strategy
213(1)
7.11 Developing Entrepreneurial Strategy
214(1)
7.12 The Strategy Development Framework
215(4)
7.12.1 TOWS Matrix Analysis
216(1)
7.12.2 Assessing Competitive Threats
216(1)
7.12.3 Assessing Market Opportunities
216(1)
7.12.4 Assessing Resource Weaknesses
217(1)
7.12.5 Assessing Resource Strengths
217(1)
7.12.6 Dynamic Capabilities
218(1)
7.13 Strategic Planning Responses
219(2)
7.13.1 The Shopkeeper
219(1)
7.13.2 The Salesman
220(1)
7.13.3 The Administrator
221(1)
7.13.4 The CEO
221(1)
7.14 Use Your Common Sense
221(1)
References
222(5)
8 Risk Management in Innovation
227(38)
8.1 Introduction
227(1)
8.2 Risk Management
227(1)
8.3 Risk Management in Entrepreneurial Ventures
228(2)
8.3.1 Proximity Effects
228(1)
8.3.2 Informality
229(1)
8.3.3 Resource Scarcity
229(1)
8.4 Planning and Entrepreneurial Risk Perception
230(4)
8.4.1 The Notion of Risk
230(1)
8.4.2 Entrepreneurial Risk Perception
231(1)
8.4.3 The Impact on Planning Behaviour
232(2)
8.5 Plan or Just Storm the Castle?
234(2)
8.6 Absorptive Capacity and the Management of Risk
236(2)
8.7 Commercialisation and the Systematic Management of Risk
238(3)
8.7.1 Fuzzy Front-End
239(1)
8.7.2 New Concept Development
240(1)
8.8 Assessing the Technical and Market Risk
241(1)
8.9 Managing Risk, General Principles and Techniques
242(6)
8.9.1 Technology Project Risk Model
243(1)
8.9.2 Quantifying Risks
244(1)
8.9.3 Failure Mode and Effects Analysis (FMEA)
244(1)
8.9.4 Anchored Scales
245(3)
8.10 Portfolio Management Approach
248(2)
8.10.1 Value Maximisation
249(1)
8.10.2 Balance
249(1)
8.10.3 Strategic Direction
249(1)
8.10.4 Right Number of Projects
249(1)
8.11 Real Options Reasoning and Decision Tree Analysis
250(1)
8.11.1 The First Chicago Method
250(1)
8.11.2 Decision Tree Analysis
251(1)
8.12 Assessing the Risk-Return for an Innovation: Innovation Rent
251(7)
8.12.1 The Theory of Innovation Rents
253(1)
8.12.2 Typology of Innovation Rents
254(3)
8.12.3 The RENT Configuration and Planning
257(1)
8.13 The Risk-Return of Commercialisation Pathways
258(2)
References
260(5)
9 Disruptive Innovation and the Commercialisation of Technology
265(46)
9.1 Introduction
265(1)
9.2 Innovation as a Key Economic Driver
265(6)
9.2.1 Patents, Trademarks and Productivity
268(1)
9.2.2 Global Collaboration Is Critical
269(2)
9.3 Defining Technological Innovation
271(1)
9.4 Evolution of Strategic Technology Management
271(2)
9.5 The Impact of the Fourth Industrial Revolution
273(1)
9.6 The Strategic Management of Technology
274(2)
9.7 Commercialisation of Disruptive Technologies
276(3)
9.7.1 Consider the Readiness of the Market
277(1)
9.7.2 Consider the End User
277(1)
9.7.3 Beware Existing Market Players
278(1)
9.7.4 Look for Market Gaps
278(1)
9.8 Steps to Developing Disruptive Technologies
279(2)
9.9 How NTT DoCoMo Created Japan's G3 Network
281(2)
9.10 Strategies for Disruptive Technologies
283(1)
9.11 Market Adoption of Technological Innovation
284(2)
9.12 Creating New Market Space
286(4)
9.12.1 Blue Ocean Versus Red Ocean Strategy
286(1)
9.12.2 Value Innovation
287(1)
9.12.3 Creating New Market Space
288(2)
9.13 New Product Development and Commercialisation
290(2)
9.14 The Stage-Gate® Process
292(4)
9.14.1 Spiral Development Via Stages and Gates
293(2)
9.14.2 Criticism of Stage-Gate®
295(1)
9.15 The Lean Start-Up Process
296(3)
9.15.1 Principles of Lean Start-Up
297(1)
9.15.2 The Lean Start-Up Framework
298(1)
9.16 Best Practice in NPD
299(2)
9.17 The Innovation Diamond
301(1)
9.18 Commercialisation Pathways for Disruptive Innovation
302(6)
9.18.1 Commercialisation Pathways and Innovation Rent Analysis
304(4)
References
308(3)
10 Screening Opportunities and Assessing Markets
311(44)
10.1 Introduction
311(1)
10.2 Causes of Innovation Failure
312(3)
10.2.1 Neglected Strategy and Market Assessment
312(1)
10.2.2 Neglected Execution and Product-Technology Road Mapping
313(1)
10.2.3 Not Recognising What It Takes to Succeed
314(1)
10.3 The Customer Development Process
315(7)
10.3.1 Customer Discovery
316(2)
10.3.2 Customer Validation
318(2)
10.3.3 Developing Customer Archetypes and the Customer Analysis Process
320(2)
10.4 Customer Value Proposition and Erosion Effects
322(6)
10.4.1 NPD and CVP Analysis
322(2)
10.4.2 CVP and Erosion Effects on the Innovation Rent
324(3)
10.4.3 CVP and Erosion Effects on the Length of the Lifecycle
327(1)
10.5 Listening to the Voice of the Customer
328(13)
10.5.1 Quality Function Deployment
328(2)
10.5.2 House of Quality Analysis
330(4)
10.5.3 Kano Model Analysis
334(2)
10.5.4 VOC CAGE Model
336(1)
10.5.5 Techniques for VOC Research
337(3)
10.5.6 Affinity Diagrams
340(1)
10.6 Outcomes Based Market Research
341(2)
10.6.1 Probe and Learn
342(1)
10.7 From Discovery to Development
343(5)
10.7.1 Defining the Product
345(1)
10.7.2 Product-Technology Road-Mapping
346(2)
10.8 Integrating the Customer Discovery and NPD Processes
348(2)
References
350(5)
11 Team Building, Company Leadership and Strategic Alliances
355(36)
11.1 Introduction
355(1)
11.2 Leadership in Entrepreneurial Companies
355(4)
11.2.1 Leading Practices of Fast Growth Entrepreneurs
356(1)
11.2.2 Building an Awesome Organisation
357(2)
11.3 Developing Effective Management Boards
359(2)
11.4 Blueprinting the Senior Company Leadership
361(2)
11.5 Creating Entrepreneurial Teams
363(3)
11.6 Leadership in Innovation
366(4)
11.6.1 Transactional Leadership
367(1)
11.6.2 Transformational Leadership
367(1)
11.6.3 Management and Situational Leadership
368(1)
11.6.4 Follower Versus Leader Directed Behaviour
369(1)
11.7 Managing Growing Entrepreneurial Ventures
370(2)
11.7.1 Lessons from Successful Entrepreneurs
371(1)
11.8 Strategic Partnering
372(9)
11.8.1 Reasons for Small Firms to Partner
372(1)
11.8.2 Reasons for Large Firms to Partner
373(1)
11.8.3 The Process of Strategic Partnering
374(1)
11.8.4 The Risks of Strategic Partnering
375(1)
11.8.5 How Small Firms Can Deal with Large Firms in Alliances
376(2)
11.8.6 Getting the Best from the Alliance
378(1)
11.8.7 Financial Partnering in Commercialisation
379(1)
11.8.8 Leading Customers as Strategic Partners
380(1)
11.9 The Decision to Partner
381(4)
11.9.1 Considerations of Marketing Resources
382(1)
11.9.2 Considerations of Technological Resources
383(1)
11.9.3 Considerations of Financial Resources
383(2)
11.10 Strategic Assets and Organisational Rent in the Context of Strategic Alliances
385(3)
11.10.1 The Relationship Between Firm Strategic Assets and Strategic Industry Factors
385(1)
11.10.2 Configuring the Firm's Resources and Capabilities to Generate Organisational Rents
386(2)
11.10.3 Developing Strategic Assets via Team Building, Company Leadership and Strategic Alliances
388(1)
References
388(3)
12 Financing the Venture
391(40)
12.1 Introduction
391(1)
12.2 The Financing Gap for Entrepreneurial Firms
391(1)
12.3 The OECD Scoreboard of SME and Entrepreneurial Financing
392(3)
12.3.1 Key Findings from the OECD Scoreboard on SME Financing
393(2)
12.4 Sources of Entrepreneurial Capital
395(10)
12.4.1 Bootstrap Financing
395(1)
12.4.2 Benefits of Bootstrap Financing
396(1)
12.4.3 Cash Flow Financing
397(1)
12.4.4 Debt Financing
398(1)
12.4.5 Benefits of Debt Financing
399(1)
12.4.6 Short-Term Debt Financing
400(2)
12.4.7 Intermediate-Term Loans
402(1)
12.4.8 Long-Term Loans
403(2)
12.5 Securing Debt Financing
405(4)
12.5.1 Business Banks
405(2)
12.5.2 Factoring, Leasing and Financing Companies
407(1)
12.5.3 Insurance Companies and Merchant Banks
407(1)
12.5.4 Trade Creditors
408(1)
12.6 What Are Banks Seeking?
409(4)
12.6.1 How to Deal with the Bank
410(1)
12.6.2 What Information Should Be Presented to the Bank?
411(2)
12.7 Equity Financing
413(4)
12.7.1 Seed Capital Funding-Family, Friends and Fools
414(1)
12.7.2 Business Angels
415(2)
12.7.3 Crowdfunding
417(1)
12.8 The Nature of Venture Capital
417(3)
12.8.1 Formal Venture Capital Financing
419(1)
12.9 The Venture Capital Process
420(8)
12.9.1 The Nature of Venture Capitalists
421(1)
12.9.2 The Nature of Venture Capital Investors in Australia
422(2)
12.9.3 What Do Venture Capital Investors Look for?
424(1)
12.9.4 Deal Structures
425(1)
12.9.5 Preparing a Terms Sheet and Structuring the Deal
425(2)
12.9.6 Exit Strategy
427(1)
12.9.7 Due Diligence
427(1)
References
428(3)
13 Intellectual Property Management
431(40)
13.1 Introduction
431(1)
13.2 The Nature of Intellectual Property
431(2)
13.3 Formal IP Rights
433(12)
13.3.1 Patents
434(6)
13.3.2 Trademarks
440(2)
13.3.3 Designs
442(2)
13.3.4 Geographical Indication
444(1)
13.3.5 Plant Breeders' Rights
444(1)
13.4 Automatically Granted IP Rights
445(4)
13.4.1 Copyright
445(1)
13.4.2 Copyright Changes Since the Australia-US Free Trade Agreement
446(1)
13.4.3 Circuit Layout Rights
447(1)
13.4.4 Confidentiality and Trade Secrets
448(1)
13.4.5 What Should an NDA Contract Look Like?
449(1)
13.5 Developing an IP Strategy
449(4)
13.5.1 IP Assets Register
451(2)
13.5.2 Checklist for Protecting IP Assets
453(1)
13.6 Innovation Management for Business Growth
453(2)
13.7 IP Rights as an "Isolating Mechanism"
455(3)
13.7.1 Causal Ambiguity
456(1)
13.7.2 The Boundaries of IP Rights
457(1)
13.8 How IP Rights Impact NPD Using Stage-Gate®
458(2)
13.8.1 Idea Screen: From Discovery to Scoping
458(1)
13.8.2 Second Screen: From Scoping to Business Case
459(1)
13.8.3 Go to Develop: From Business Case to Development
459(1)
13.8.4 Go to Test: From Development to Testing
459(1)
13.8.5 Go to Launch: From Testing to Launch
459(1)
13.9 Licencing
460(2)
13.9.1 The Factors
460(2)
13.9.2 Risks and Benefits of Licencing
462(1)
13.10 Valuing IP Assets
462(7)
13.10.1 The IP Valuation Process
462(2)
13.10.2 The Measures
464(5)
References
469(2)
14 Social Entrepreneurship and Co-operative and Mutual Enterprise
471
14.1 Introduction
471(1)
14.2 Social Entrepreneurship and Innovation
472(3)
14.2.1 Not Just Non-profit
472(2)
14.2.2 The Realm of Social Entrepreneurship
474(1)
14.2.3 Social Innovation as an Emerging Concept
475(1)
14.3 Developing a Social Economy
475(3)
14.3.1 Economic Rationalism and the Third Way
476(1)
14.3.2 Rise of the Social Economy
477(1)
14.4 The Social Enterprise
478(2)
14.5 The Social Entrepreneur
480(1)
14.5.1 Robert Redford and the Sundance Institute
480(1)
14.5.2 Muhammad Yunus and the Grameen Bank
480(1)
14.5.3 Victoria Hale and the Institute for One World Health
481(1)
14.6 Co-operative and Mutual Enterprise
481(4)
14.6.1 Co-operative and Mutual Enterprises (CMEs): A Global Network
483(2)
14.7 CMEs as a Unique Form of Enterprise
485(3)
14.7.1 The Rochdale Society and Co-operative Principles
486(2)
14.8 The CME Business Model
488(5)
14.8.1 Purpose
488(1)
14.8.2 Member Value Proposition
489(1)
14.8.3 Share Structure
490(1)
14.8.4 Governance
491(1)
14.8.5 Membership and Community
491(1)
14.8.6 Key Resources and Processes
492(1)
14.8.7 Outputs: Profits and Economic and Social Performance
493(1)
14.9 Social Enterprise and the Role of Co-operatives
493(5)
14.9.1 Strengths of the Co-operative Enterprise
494(1)
14.9.2 Blueprint for a Co-operative Decade
495(1)
14.9.3 Benefits of Co-operative Membership
496(1)
14.9.4 Weaknesses of the Co-operative Enterprise
497(1)
14.10 The Five Generic Problems of Co-operative Enterprise
498(2)
14.10.1 The Free Rider Problem
498(1)
14.10.2 The Horizon Problem
498(1)
14.10.3 The Portfolio Problem
499(1)
14.10.4 The Control Problem
499(1)
14.10.5 The Influence Cost Problem
499(1)
14.11 The New Generation Co-operative
500(1)
14.12 The Co-operative Lifecycle Model
501(2)
14.13 The Theory of Community-Based Enterprise
503(1)
14.14 Enhancing Social Enterprise and Innovation
504(1)
14.15 Strategies for Enhancing Social Entrepreneurship
504(1)
14.16 Strategies for Enhancing Social Innovation
505(1)
References
505
Tim Mazzarol is a Winthrop Professor within the UWA Business School where he specialises in entrepreneurship, innovation, small business management, marketing and strategy. He is a Qualified Professional Market Researcher (QPMR) with the Australian Market and Social Research Society (AMSRS). In addition, Tim is an Affiliate Professor of the Burgundy School of Business, Group ESC Dijon, Bourgogne France.  He is also the Coordinator of the UWA Co-operative Enterprise Research Unit (CERU), and Director of the Centre for Entrepreneurial Management and Innovation (CEMI), and a Director of the Commercialisation Studies Centre (CSC) Ltd.

Over the course of his academic career he has published a wide range of books, book chapters, journal articles, conference papers and industry reports. Tim's research interests focus on the globalisation of higher education, word of mouth marketing, business strategy, commercialisation and innovation management, small business, co-operative and mutual enterprises, business model design and marketing. In addition to his academic work Tim has been a shareholder and non-executive director of several small firms as well as a member of boards of non-profit organisations. He is actively involved in consulting to a range of organisations both large and small. In addition to his research and teaching within he is a sought-after speaker and industry trainer in the fields of strategic management, marketing and innovation.







Sophie Reboud is professor of Entrepreneurship, Strategy and Management of Innovation at the Burgundy School of Business in Dijon, France and an honorary Research Fellow at the University of Western Australia. She has fifteen years of experience as a researcher and consultant in the field of management and strategy of small firms. Originally trained as an agronomist she served as a research engineer for École Nationale Supérieure des Mines de Paris for five years, and completed her PhD there. Sophie'sresearch interests are in the strategic management of innovation and creativity. This includes firms in the food sector and low tech industries with specific focus on intellectual property and strategy in small firms. She is the holder of the Vitagora-BSB Research Chair on New Business Model in the Food Industry.