ERPN: Strategy (Topic)最新文献

{"title":"Entrepreneurship through Relationships Navigating from Creativity to Commercialisation","authors":"Sigvald Harryson","doi":"10.1111/j.1467-9310.2008.00516.x","DOIUrl":"https://doi.org/10.1111/j.1467-9310.2008.00516.x","url":null,"abstract":"This paper explores the role of relationships in the emergence of a network's value creation structure. The strategic navigation from creative exploration to global exploitation through the use of so-called transformation networks is particularly highlighted. The creativity phase requires a creator with visionary leadership. The commercialisation phase, on the other hand, requires technology integration and global marketing excellence. Realising that this requires more than a bright inventor, the creator of Anoto brought in the right complementary assets at distinct phases of the commercialisation process. Our case illustrates how integrator and marketeer profiles were brought into a networked act of entrepreneurship for joint navigation across an ocean of relationships that gave birth to a global standard for digital writing. By combining theories on open innovation and networking, a theoretical framework is developed to analyse the different nature of the networks (or the value creation structure) in which complementary assets can be accessed, transferred and transformed into commercialised innovation. The analysis suggests that the value of complementary assets are embedded in and unlocked by three distinct types of networks: creativity networks, transformation networks and process networks. It also suggests that the ideal approach to accessing complementary assets shifts over the research and development management process, and happens through these three different types and levels of networks, requiring fundamentally different approaches to leadership and relationship management. Current literature describes open and networked innovation as a continuous – not dynamic – process of exploration and exploitation without any distinction of how types and structures of networks evolve and interact in the process.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122170926","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Mr. Magoo Visits Wal-Mart: Finding the Right Lens for Antitrust","authors":"A. Foer","doi":"10.2139/SSRN.1103609","DOIUrl":"https://doi.org/10.2139/SSRN.1103609","url":null,"abstract":"Wal-Mart, the largest of power buyers, represents a paradox. From one perspective it is exactly the type of company we want our economy to produce. On the other hand, from several different perspectives, it represents a danger to be condemned. What can we say about the Wal-Mart phenomenon from the perspective of antitrust? This paper sifts through the criticisms and holds them up against the standard of antitrust, with particular attention to predation, monopsony, great bargaining power that is less than monopsonistic, and price discrimination. Special attention is given to the so-called waterbed effect. The paper asks whether antitrust, which developed when manufacturers were king, is up to the challenge of the power buyer in an increasingly retailer-driven marketplace. An appendix provides a set of questions that need to be answered.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"197 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134461111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing Service Innovation: The Need for Selectivity Rather than Best Practice","authors":"J. Tidd, F. Hull","doi":"10.1111/j.1468-005X.2006.00169.x","DOIUrl":"https://doi.org/10.1111/j.1468-005X.2006.00169.x","url":null,"abstract":"In this paper we contrast the notions of best practice and configurations contingent on environmental conditions. The analysis draws upon our study of 38 UK and 70 US service firms. Four system configurations are identified, and the results provide an opportunity for updating the typologies of services, and suggest that practices and performance are multi-dimensional.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122405363","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Role of Self-Efficacy, Opportunity Perception, Social Network, and Fear of Failure on Nascent Entrepreneurial Propensities","authors":"Lena Lee, P. Wong","doi":"10.2139/ssrn.856225","DOIUrl":"https://doi.org/10.2139/ssrn.856225","url":null,"abstract":"The existing literature has identified a number of antecedent factors that positively influence the propensity of individuals to become entrepreneurs. Key among these are self-efficacy, prior personal contacts with entrepreneurs and perception of opportunity. At the same time, fear of failure has been popularly identified by policy makers as a major deterrent to taking the entrepreneurial plunge. This paper examines the relative impacts of these antecedent and deterrent factors and their possible interactions on entrepreneurial propensity among nascent entrepreneurs using pooled data from 60,000 respondents in the 29 countries covered in the GEM 2001 adult population survey. We also tested for possible differences in their effects on opportunity vs. necessity entrepreneurial propensities as well as distinguished \"high employment potential\" entrepreneurial propensity from general entrepreneurial propensity. Our findings highlight the significant interactions between self-efficacy and fear of failure and between self-efficacy and gender. Relevant policy implications are discussed.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":" 8","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120832853","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Effect of Capital Market Characteristics on the Value of Start-Up Firms","authors":"Holger M. Mueller, R. Inderst","doi":"10.2139/ssrn.297507","DOIUrl":"https://doi.org/10.2139/ssrn.297507","url":null,"abstract":"We develop an equilibrium model of contracting, bargaining, and search in which the relative scarcity of venture capital affects the bargaining power of entrepreneurs and venture capitalists. This in turn affects the pricing, contracting, and value creation in start-ups. The relative scarcity of venture capital is endogenous and depends on the profitability of venture capital investments, entry costs, and transparency of the venture capital market. Supply and demand conditions also affect the incentives of venture capitalists to screen projects ex ante. We characterize both the short- and long-run dynamics of the venture capital industry, which provides us with a stylized picture of the Internet boom and bust periods. Our model is consistent with existing evidence and provides a number of new empirical predictions.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"113 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124115161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"4C Model: A New Approach to Determine and Measure Organizational Effectiveness","authors":"D. Das","doi":"10.2139/ssrn.1879413","DOIUrl":"https://doi.org/10.2139/ssrn.1879413","url":null,"abstract":"In today's competitive environment organizations need to be effective not only for its very survival but also for its future growth & development. When potential investors want to invest their money as a share capital in a company they are interested in knowing whether the organization is effective in accomplishing its goals .The term effectiveness in the context of an organization has been defined in numerous ways in the literature and different models exist to describe, determine and measure organizational effectiveness. Though existing models successfully represent various frameworks to measure organizational effectiveness based on various organizational attributes, a universally applicable model based on some key characteristics of all types of organizations should evolve. The 4C Model proposes a universally applicable theoretical framework to determine & measure organizational effectiveness and this framework is based on four components i.e. competency, communication, cooperation and collaboration which are common factors in any types of organizations. These four components can be represented as Critical Success Factors (CSF) for being effective for all types of organizations and can be embedded within the existing set of models available in the literature and this way the effectiveness of all types of organization can be determined and measured on the basis of these four parameters. The 4C Model is a simple yet unique and powerful way to measure organizational effectiveness.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121696409","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Plurogen Therapeutics","authors":"Susan J. Chaplinsky, Dan Goodall, Cindy Kozu","doi":"10.2139/ssrn.909903","DOIUrl":"https://doi.org/10.2139/ssrn.909903","url":null,"abstract":"Founded in February 2003, PluroGen Therapeutics is a start-up pharmaceutical firm that is in the process of developing a topical antimicrobial gel (TAG) to prevent and treat burn and skin-ulcer infections. In contrast to most new pharmaceutical compounds that have no clinical history, TAG has been used by thousands of patients at a large university hospital over the past 10 years. Based on the favorable clinical response, the two founding doctors want to start a company and make the drug available to the greater medical community. Although the doctors are recognized authorities in the field of wound care and holders of several patents, neither has extensive business experience. PluroGen is currently seeking $1.5 million in financing from angel investors to initiate the drug-approval process and subsequently plans to seek $6.5 million in funding from a strategic partner to complete Phase III trials and gain final approval from the U.S. Food and Drug Administration. Students are asked to evaluate whether TAG is attractive enough to be of interest to experienced investors and, if so, what percentage of equity investors would demand in return for the $1.5 million. Because of the presumed future funding by a strategic partner, the angel investors must carefully weigh the effects of the next round of financing on the terms they are demanding now. Excerpt UVA-F-1469 Rev. Mar. 13, 2013 PluroGen Therapeutics As Dr. George Rodeheaver worked in his biomedical-research laboratory at the University of Virginia (U.Va.), he reflected on the achievements of the past 20 years. In the late 1970s, Rodeheaver and his colleagues began work on a drug that would counter burn-related infections. After considerable effort, his team developed TAG, a topical antimicrobial gel, to prevent and treat burn and skin-ulcer infections. TAG had been used by thousands of patients at the U.Va. hospital over the past 10 years. Encouraged by the success of TAG in treating burn and skin-ulcer infections, Rodeheaver saw an opportunity to start a company and make the drug available to the greater medical community beyond U.Va. He cofounded PluroGen Therapeutics (PluroGen) with Adam J. Katz, a fellow doctor at U.Va. Although both doctors were recognized authorities in the field and holders of several patents, neither had extensive business experience. Exhibit 1 describes the doctors' backgrounds and the other members of PluroGen's management team. PluroGen was at a nascent stage—currently seeking $ 1.5 million in financing from angel investors and, later, a strategic partner to further develop TAG and gain the approval of the U.S. Food and Drug Administration (FDA). The doctors immediately confronted two key questions: Was TAG attractive enough to be of interest to experienced investors and, if so, what percentage of equity would investors demand in return for the $ 1.5 million in funding the doctors sought? The Company . . .","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121909503","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Washington as First Action Hero: Museums Redefined","authors":"Benjamin Folkinshteyn","doi":"10.2139/ssrn.1024037","DOIUrl":"https://doi.org/10.2139/ssrn.1024037","url":null,"abstract":"This paper proposes that for-profit museums fill an important void in the national ?edutainment? space. While such institutions have been notably absent in, if not ignored by, legal discourse, they have become an important part of the museum world. This essay advocates that such organizations should be accepted by museum associations and professionals, for they not only serve a valuable purpose, but also are uniquely positioned to fill some glaring lacunae of their non-profit counterparts.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123966123","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}