Entrepreneurship productive,unproductive, and destructive
机会与企业家精神Opportunities and Entrepreneurship
Opportunities and Entrepreneurship 这篇文章通过更加详细的阐述机会再创业过程中的角色来扩展了企业家精神的视角，尤其是通过一个关注特征和存在的创业机会的不平衡框架，来解释研究企业家精神的重要性。另外本文还解释了一些机会的种类和应用。 研究者对创业的研究从关注什么样的个体或者企业更加的具备创业导向到关注创业精神与存在的机会之间的关系，已经有很多的研究关注在这样的点，但是这些研究都非常的混乱，作者希望通过本文能够区分定义出机会在创业精神框架中的地位。为了达到这个目标，本文首先是对之前的文献研究进行了回顾与探讨，比如提出一些探讨性的问题，以及为什么均衡性的假设在创业情景下是存在问题的；第二部分就是为什么创业精神要基于已经存在的机会以及客户的行为而不是简单的基于客户的特征，阐述这些机会到底是什么以及为什么价格不能反映他们的存在，如何发现机会以及机会是如何丢失掉的；第三部分对机会的类型划分了三个维度；第四部分阐述了对本理论进行理论与实证研究的分支，最后总结。 一、已经存在的创业精神相关的理论 过去三十年的研究很多都忽视了机会再创业精神中扮演的角色，首先研究者大多认为企业家精神取决于个人之间稳定的确定的差异而不是他们所感受到机会存在的信息，而我们的研究认为人们对机会的感知信息也会很大程度影响到企业家精神；第二是大多数研究都认为企业家精神是一种稳定均衡的现象，但是我们认为为了合理的解释企业家精神，研究者必须假设或者允许它是一种不均衡的现象。 在均衡的经济下，研究者假设参与者不会有任何的动机去做出改变，他们对现在的产品质量等都是很满意的，用经济学术语说就是达到了帕累托最优，但是这个与创业的过程相矛盾，并且会阻碍他的发展，从以下四个方面来看： 首先均衡理论任务目前的价格机制考虑了所有可能影响的因素来指导资源的分配，从而能够科学合理的最优化的分配资源，但是实际上价格机制没有办法包含所有分配资源所需要的信息；第二个是均衡理论认为所有市场参与者对未来的信息和期望都可以简化为价格数据库里的资源，因此制定基于价格机制的长期合同，但是未来的信息被简化为现在的价格信息的前提是目前市场上必须包含所有的商品与服务，未来市场不存在创新性活动因为他们都被信息所困扰，这样未来市场的创新行为会被道德折磨以及不利的选择问题所损害；第三是均衡理论认为所有的决策都是最优的，当所有的信息都被合并入价格机制之后，决策就变成一种数学化的有机机制，但是很多的决策在一些阻碍之下并不是最优化的；第四是通过假设价
Entrepreneurship
07-007 Copyright ? 2006 by Geoffrey Jones and R. Daniel Wadhwani Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Entrepreneurship and Business History: Renewing the Research Agenda Geoffrey Jones R. Daniel Wadhwani
Entrepreneurship and Business History: Renewing the Research Agenda Geoffrey Jones Joseph C. Wilson Professor of Business Administration Harvard Business School gjones@https://www.360docs.net/doc/5e14147679.html, R. Daniel Wadhwani Assistant Professor of Management and Fletcher Jones Professor of Entrepreneurship University of the Pacific
Entrepreneurship in value chains of non-timber forest products
Entrepreneurship in value chains of non-timber forest products Dirk Willem te Velde a,*,Jonathan Rushton b ,Kathrin Schreckenberg c ,Elaine Marshall d ,Fabrice Edouard e ,Adrian Newton f ,Erik Arancibia g a Overseas Development Institute,111Westminster Bridge Road,London SE17JD,UK b CEVEP ,Bolivia c Overseas Development Institute,UK d UNEP-WCMC,UK e Methodus,Mexico f University of Bournemouth,UK g Independent,Bolivia Abstract Entrepreneurship and innovation by actors in the market for non-timber forest products (NTFPs)cannot be fully understood without a proper understanding of the position and behaviour of actors in the value chain of NTFPs.This paper places the market for NTFPs in the emerging literature on value chains which has,so far,lacked a detailed analysis of NTFPs.Our analysis reveals that certain key entrepreneurs are a driving force of success throughout several NTFP value chains in both Bolivia and Mexico.Where market information is scarce,e.g.where producers are distant from consumers,key entrepreneurs often govern entire value chains. We argue that certain entrepreneurs are key to spreading success throughout the value chains of selected NTFPs offsetting potential negative consequences such as exploitation of more upstream actors (e.g.collectors and processors)in the value chains.Typical examples include the shopkeeper/organisation in Santa Cruz,Bolivia,who sources woven palm products from and supports several producers,and the entrepreneur in Mexico who established links between mushroom pickers in rural communities and brokers and consumers in Japan.Rather than criticising the monopolistic position of individuals,it is important to understand how the activity of key entrepreneurs can be supported in spreading successful commercialisation further and where necessary control negative impacts of their role.Our analysis indicates that policies to support commercialisation of the case study NTFPs would also need to be tailored to each value chain. D 2005Elsevier B.V .All rights reserved. Keywords:Entrepreneurship;Value chains;Governance;Innovation;Market information;Bolivia;Mexico;Camedora palm;Matsutake mushrooms;Jipi Japa fibre 1389-9341/$-see front matter D 2005Elsevier B.V .All rights reserved.doi:10.1016/j.forpol.2005.06.010 *Corresponding author. E-mail address:dw.tevelde@https://www.360docs.net/doc/5e14147679.html, (D.W.te Velde). Forest Policy and Economics 8(2006)725– 741 https://www.360docs.net/doc/5e14147679.html,/locate/forpol
《Innovation and entrepreneurship 》读书报告
浙江人才找工作，就上一览浙江英才网读书报告： 书名：Innovation and entrepreneurship Practice and Principles 作者：Peter F. Drucker 文章概要： 本文通过例举了盘尼西林、集装箱、日本明治维新等一系列或实物创新或社会创新的实例来说明创新本身对于社会进步和经济发展的促进作用，并概括出了7点有利于促进创新的来源。另外，作者也强调了相对于实物创新，基于一定现状的社会创新变革也是推动社会、经济进步的有效力量。 1.有无价值的资源吗？ 有人常说，世界上其实没有垃圾，垃圾只是用错了地方的资源。在人类未发现盘尼西林有杀菌作用之前，它一直被认定为是有害的。然而，当科学家证明了盘尼西林具有杀菌作用，防止伤口或病菌感染有非常好的效果的时候，一个曾经被认为有害的霉菌忽然变得价值连城，甚至在战时千金难求。 在经济社会领域也是如此的，譬如购买力就是企业家的创举。原本美国的农民在收获的季节无法使用收割机，其原因在于农民们无法支付购买费用。当Cyrus McCormick发明了分期付款后，农民可以使用未来的资金而非原先储蓄的资金购买收割机，一时间收割机大卖。当然，在世界的其他地方，即使一个地方再贫困，如果允许它分期付款，这个市场经济都会变为从供给驱动转化为需求驱动型，这样通过广泛的交易，卖家和买家的状况都变好了。2．现有资源生产的潜力如果能改变事物的发展都可以构成创新 将卡车上的轮子卸下来，放置在货运轮船上并没有多少新意，但这确实的集装箱这种装备得以呈现，这并非是技术创新，充其量是一种实物改造，然而这种改造式创新也使得世界贸易近40年来产生了巨幅增长。 同样，在没有教科书的时候，一个优秀的老师也不过只能教授一两个学生；而教科书的出现使得即使很平庸的老师也可以教授几十个学生，它大大提升了教学的质量和教育的普及率。 这说明，创新不一定与技术有关，甚至不需要是实物的创新。几乎没有技术性创新的报纸或保险也给社会的进步产生了深渊的影响。类似的还有马基雅维利，他提出的“现代政府”的观念到今天仍有重要影响。此外，日本的明治维新之后的“模仿性创新”也从侧面说明了这个问题。日本在19世纪被迫打开国门，在传承日本本民族文化的同时要吸收接纳西方先进的科学技术，并使得本国的传统文化能与西方先进的科学技术以及政治制度相匹配。即使西方人和日本人自己都不认为日本是从创新中走出的成功强国，可现实是日本的这种“模仿性创新”已经从社会经济的各个层面使得日本有个一定程度的改变。因此，“创新”是一个经济或社会术语，而非仅仅是科学术语。用萨伊定义企业家精神的方式来对创新下一个定义：创新就是改变资源的产出。如果用需求的术语而非供给的术语定义就是：创新就是通过改变产品和服务，为客户提供价值和满意度。 3.企业家如何实现系统化创新？ 一个成功的企业家是不会等着机会自己找上门的，他们会实干，即使会走错路、干错事。一个看似伟大的创新，结果可能出了技术精湛以外什么也不是‘而一个普通智慧的创新，例
Innovation and entrepreneurship(最新)
Innovation and entrepreneurship This column over the last couple of years has been with regard to techniques and ideasthat impact ?nancial decision making within our libraries. And also in recent years,many aspects of librarianship have changed and this includes ?nancial and economicconsiderations in the operations of our facilities and the managing of our budgets. Thishas led a drive to look for more innovative methods and techniques to offset budgetwoes, as well as infusing some people with an entrepreneurial spirit to create, promoteand utilize products, processes and services in different ways. It is thereforeappropriate to discuss innovation and entrepreneurship as it relates to leading results.So what exactly is innovation or the concept of being inn ovative? Innovation isde?ned as creating better or more effective or more ef?cient processes and services orgenerating the ideas or culture that will breed this creativity. This is coupled with thewillingness to implement changes to existing methods or tec hniques in order to gainthe bene?ts of greater ef?ciency. Libraries have begun to view the value that aninnovative supportive culture can bring as it relates to ideas that move traditionalapproaches for service and resources to new and riskier ways of functioning. Yes,being innovative can be risky, but only in the sense of overcoming the fear of doingsomething different. Examples of successful innovation can be read in Rush Miller’s “Damn theRecession, Full Speed Ahead” and Ronald C. Jantz’s “Innovation inA cademic Libraries: An Analysis of University Librarian’s Perspectives”, both of which have full citations listed at the end of this article. Both of these articles stress the importance of leadership in establishing the vision, promoting the cultureand supporting the efforts made on behalf of innovative initiatives. This is true to thevery foundations of innovation as de?ned by the robotics engineer JosephF. Engelberger who put innovation into the simplistic de?nition of; recognizing aneed, creating a solution with competent people and appropriate technology and?nally, the ?nancial support needed to implement. Leadership must be present at all stages. Eric von Hippel in his classic book, Sources of Innovation identi?es “end-userinnovation” as the driving fo rce for ideas and solutions that can make a change toprocesses, products and services. For libraries, serving the needs of the end-user isindicative of every library’s mission statement so it stands to reason that changes topatron needs should be re?ected in
entrepreneurship 关于企业家调查 部分翻译
A：关于企业家的调查 在1990年代早期出现的内因性增长模型，又将企业家行为的作用，以及企业家的角色再次定位为一个地区或一个国家经济增长的重要因素。（Carree与Thurik , 2003） B：关于企业的调查 另一组研究人员将对公司的研究作为研究的重点。这一研究的一条分支研究了小型公司的性质和特点。小公司在经济体中发挥着什么样的作用呢？在一个既定了产业结构，产业重点和市场机遇的国家中，小型公司是由于怎样的机遇而产生的呢？小型公司需要什么素质才能有别于大型企业而存在呢？它们又需要怎么样的知识，通过政策的制定来应付各种特殊的阻碍和挑战呢？Welsh与White(1981)引用了“资源贫困”这一概念。Churchill与Lewis(1983)总结出小型公司和它们得所有者在成长的不同阶段有不同的需求。其他人注意到了信息不对称的负面效应并指出了许多市场失败的例子。研究的另一个分支探索了小企业管理的问题，小企业管理中的什么因素是对于它们得生存和成长至关重要的呢？对于提高公司的业绩，公司的所有者如何获得相应的财务管理，销售与营销管理以及产品管理的技能的呢？ 第三类以及最近的一些研究是关注于小型企业在经济发展中所产生的作用这一方面的，比如，就业创造，创新，以及生产力提高等（Birch，1979；Acs与Audretsch，1990；OECD，2001b，2001c）。对于研究小型企业部门的源动力和追踪企业的产生，生存，成长和退出率，比以前更好的统计工具帮助了我们了解经济发展中小型企业的重要性，也同时让我们了解新企业与成长中的企业在就业增长与革新中发挥的极其重要作用。相比其他人，Kirchoff(1994)，Storey（1994），与Acs等人（1999）对于我们对公司成立和退出的动因的了解做出了杰出的贡献。每一年，在每个国家，都存在大量的中小企业部门变动的案例——陆续地有新企业在成立，然后不断地有现存的企业面临扩大，缩小再到消失。每年这种变动仅仅在总的公司与工作股份中反映出非常少量的净变化。在过去，这种波动被认为是有消极影响的；而现在，这个创造性的解构的过程，被认为是长期就业创造与经济增长的积极动力。以加拿大作为例子，1984年底的所有顾主公司的总股份中的77%，在1999年不再存在（Parsley与Dreessen，2004），同时，这些退出的公司也减少了大约38%的私人部门工作（以1984为基础计算）。在1985年存在但在1999年规模减小的公司，导致了更多的18%的失业率，有超过500员工的大型公司造成了71%的失业率。在1985至1999年间，这些失去的公司与工作不仅仅是被各种各样领域的新公司的加入与中小公司的成长所代替，而是很明显地显示了小企业是经济增长的重要引擎，通过失去和增加两种效果的结合所产生的净效果是130万的就业的产生。Parsley与Dreessen 得出这样的结论：（一）生意的开展和新公司的成立是就业和财富创造的重要原因；（二）如果政府期待决策有决定性的效果，理解新建公司所面对的障碍和特殊需求是很重要的；（三）政府干预将更有目标性，如果他们能认同促进公司成长的决定的话。 新公司对于创新行为与产品改进也有关键的作用。Baldwin（1999）发现新进入者在创新行为方面体现出很高的水准，他认为新公司不断地给消费者提供新产品和更高水准的服务，这些都对创新行为有贡献作用，而且，与新公司进入与退出相关的实验是一个以市场为主导的经济体有活力的关键。Acs与Armington（2002）表示在大多数情况下，新的进入者代表了市场中改变的引入。Audretsch与Thurik（2001b）指出并不是公司，而是企业家才是创新理论研究的起点。近年来的研究也显示出了新进者对于整个国家总体劳动力和多要素生产率增长的重要性，以及公司的进出行为总体生产力增长的贡献。（Scarprtta 等人，2002；Bosma与Nieuwenhuijsen，2000）。Scarprtta et al.（2002）将OECD国家大约25%的生产力增长归因于公司的变化——新公司的成立与低效公司的关门。Bartelman 等人（2003）总结
[1]Social and Commercial Entrepreneurship--Same, Different, or Both
January,2006 1Entrepreneurship has been the engine propelling much of the growth of the business sector as well as a driving force behind the rapid expansion of the social sector. This article offers a comparative analysis of commercial and social entrepreneurship using a prevailing ana-lytical model from commercial entrepreneurship. The analysis highlights key similarities and differences between these two forms of entrepreneurship and presents a framework on how to approach the social entrepreneurial process more systematically and effectively. We explore the implications of this analysis of social entrepreneurship for both practitioners and researchers. S ocial entrepreneurship, or entrepreneurial activity with an embedded social purpose, has been on the rise in recent decades. A partial indicator of this surge is revealed by the growth in the number of nonpro?t organizations, which increased 31% between 1987 and 1997 to 1.2 million, exceeding the 26% rate of new business formation (The New Nonpro?t Almanac and Desk Reference , 2002).However, the dynamic is even more robust, as other forms of social entrepreneurship, beyond that occurring within the non-pro?t sector, have also ?ourished in recent years. The recent boom in social entrepre-neurial activity makes a comparative analysis between commercial and social entrepreneurship timely. Social entrepreneurship is still emerging as an area for acade-mic inquiry. Its theoretical underpinnings have not been adequately explored, and the need for contributions to theory and practice are pressing. This article aims to open up some avenues of exploration for social entrepreneurship theory development and prac-tice by presenting an exploratory comparative analysis of the extent to which elements applicable to business entrepreneurship, which has been more extensively studied, are transferable to social entrepreneurship. To a lesser degree, we will also explore the reverse applicability or the ways in which insights from social entrepreneurship can contribute to a deeper understanding of business entrepreneurship. We offer a comparative analysis or Both? James Austin Howard Stevenson Jane Wei-Skillern Please send correspondence to: Jim Austin, tel.: 617–495–6497, e-mail: jaustin@https://www.360docs.net/doc/5e14147679.html,, to Howard Stevenson, tel.: 617–495–6339, e-mail: hstevenson@https://www.360docs.net/doc/5e14147679.html,, and to Jane Wei-Skillern, tel.: 617–495–6190,e-mail: jweiskillern@https://www.360docs.net/doc/5e14147679.html,, at Harvard Business School, Soldiers Field Road, Boston, MA 02163.All of the authors contributed equally to this research; authors’names are listed alphabetically.
创业者课程 entrepreneurship 习题
1The Entrepreneurial Life ?An entrepreneurial opportunity is a desirable and timely innovation that creates value for customers. ?Successful entrepreneurs pursue opportunities by first identifying value-creating innovations with market potential. ?SLR Contracting and Service Company in Buffalo, NY, was started by a 21-year-old woman who learned the family business. Seven years later, it was ranked No. 4 among Inc. Magazine’s fastest growing inner-city companies. ?Flavor X in Bethesda, MD, was started by a pharmacy technician as a flavorful additive to make children’s medicines taste better. ?Auntie Ann’s, an ex ample of a successful franchise, grew from humble beginnings to provide business opportunities to hundreds of others. ?No matter what a person’s background may be, opportunities for successful entrepreneurial ventures must be recognized and grasped with enthusiasm. ?Entrepreneurs are individuals who discover market needs and launch new firms to meet those needs. ?The term “entrepreneur” applies not only to company founders but also to second-generation owners of family-owned firms, franchisees, and owner-managers who bought out the founders of firms. ? A small business usually is financed by a small group, is geographically localized, smaller than competitors usually employs fewer than 100 people, and is finance by a small number of individuals. ?The Small Business Administration (SBA) reports that small firms: 1) represent more than 99.7% of all employers; 2) employ more than half of all private-sector employees; 3) Pay 44.5% of total U.S. private payroll; 4) generate 60-80% of net new jobs annually; and 5) produce 13-14 times more patents per employee than large patenting firms.
Entrepreneurship
CEIBS MBA PROGRAMME 2005/2006 Term 4 Course: Overview of Entrepreneurship Instructor: Professor Dingkun Ge Term Dates: From Nov - 23 To Dec -15 General Course Description Course objective: (Please state the course objectives) This course is an introduction to and overview of entrepreneurship. The goals of this course are to give the student a broad understanding of the field of entrepreneurship and to provide an introduction to the important concepts, framework, tools and skills necessary to create and grow a successful new venture. Given time constrain, we can only afford to cover a selected, most important topics a student will have to face up in starting up a new business, with greater emphasis on how to evaluate an opportunity. Pedagogical techniques: (Please indicate the teaching methods you would use: formal lectures, case analysis and presentations, group discussion, visits, etc.) Lectures, case discussion, group presentation, guest speakers, etc Literature: Main textbook: - C ourse reader package (readings and cases) Reference book: 1 Title: New Venture Creation Author: Jeffrey Timmons & Stephen Spinelli Publisher: Irwin-McGraw-Hill Edition: 6 or 7 ISBN: 0072498404 (for 6th edition) Reference book: 2 Title: The Portable MBA in Entrepreneurship Author: William Bygrave & Andrew Zacharakis Publisher: Wiley & Sons Edition: 3 ISBN: 0471271543 Cases: 8 cases, see time table below for details
entrepreneurship
entrepreneurship 词典 企业家能力/职能; 企业家[主办人等]的身份[地位、职权、能力] 网络 创业家精神; 企業家精神; 创业能力 数据来源：金山词霸 双语例句柯林斯词典百度知道新 1 Research on the University Students 'Entrepreneurship Education Based on the Theory of Technological Trajectory 基于技术轨道理论的大学生创业教育探析 https://www.360docs.net/doc/5e14147679.html, 2 Many colleges offer courses on entrepreneurship, to help you think like one. 许多高校开设了创业课程，帮助学生像企业家一样思考。 https://www.360docs.net/doc/5e14147679.html, 3 If you're risk-averse, entrepreneurship probably isn't the right path for you. 如果你不愿冒险，创业恐怕不是适合你走的路。 https://www.360docs.net/doc/5e14147679.html, 4 The appeal of gambling is the uncertain outcome; entrepreneurship is about eliminating uncertainties. 赌博的诱惑力在于结果不确定；创业就是减少不确定性。 https://www.360docs.net/doc/5e14147679.html, 5 How to Establish the Entrepreneurship Education Activity System through Extracurricular Learning in Higher Education Institutes 论高校第二课堂创业教育活动体系的建构 https://www.360docs.net/doc/5e14147679.html, 6 And innovation and entrepreneurship in particular have the potential to be the great equalizer. 创新和创业精神尤其有潜力成为巨大的平衡力量。 https://www.360docs.net/doc/5e14147679.html, 7 Research of Intention of College Graduates on Rural Entrepreneurship under the Background of Financial Crisis 金融危机背景下浙江省高校毕业生到农村创业的意向调查研究 https://www.360docs.net/doc/5e14147679.html, 8 Countermeasures on Promoting Employment and Entrepreneurship of
Innovation and entrepreneurship
LEADING RESULTS Innovation and entrepreneurship Michael A.Crumpton University Libraries,University of North Carolina at Greensboro, Greensboro,North Carolina,USA Abstract Purpose –This article aims to discuss the importance of innovation and entrepreneurship in today’s economic environment and why such activities should be part of leadership. Design/methodology/approach –The article references journals and conference activity that have demonstrated successful innovation activities. Findings –References and additional reading provide case studies and examples of successful innovative ideas.It is noted that more innovation and resulting entrepreneurial activities will be needed as libraries rede?ne themselves. Practical implications –Innovation can work but needs the culture in which to operate. Social implications –Collaboration with the broader community is not only bene?cial but necessary in a global society. Originality/value –The article references both an active journal and conference cycle for persons interested in more information. Keywords Innovation,Entrepreneurship,Creativity,Leadership,Creative thinking Paper type Viewpoint This column over the last couple of years has been with regard to techniques and ideas that impact ?nancial decision making within our libraries.And also in recent years,many aspects of librarianship have changed and this includes ?nancial and economic considerations in the operations of our facilities and the managing of our budgets.This has led a drive to look for more innovative methods and techniques to offset budget woes,as well as infusing some people with an entrepreneurial spirit to create,promote and utilize products,processes and services in different ways.It is therefore appropriate to discuss innovation and entrepreneurship as it relates to leading results.So what exactly is innovation or the concept of being innovative?Innovation is de?ned as creating better or more effective or more ef?cient processes and services or generating the ideas or culture that will breed this creativity.This is coupled with the willingness to implement changes to existing methods or techniques in order to gain the bene?ts of greater ef?ciency.Libraries have begun to view the value that an innovative supportive culture can bring as it relates to ideas that move traditional approaches for service and resources to new and riskier ways of functioning.Yes,being innovative can be risky,but only in the sense of overcoming the fear of doing something different.Examples of successful innovation can be read in Rush Miller’s “Damn the Recession,Full Speed Ahead”(Miller,2012)and Ronald C.Jantz’s “Innovation in Academic Libraries:An Analysis of University Librarian’s Perspectives”,(Jantz,2012)both of which have full citations listed at the end of this article.Both of these articles The current issue and full text archive of this journal is available at https://www.360docs.net/doc/5e14147679.html,/0888-045X.htm BL 25,398Received 5July 2012Accepted 5July 2012 The Bottom Line:Managing library ?nances Vol.25No.3,2012 pp.98-101 q Emerald Group Publishing Limited 0888-045X DOI 10.1108/08880451211276539