Strategic Entrepreneurship Journal最新文献_第2页

Doing good while making profits: A typology of business models for social ventures 在盈利的同时做好事：社会企业的商业模式类型学

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-05-06 DOI: 10.1002/sej.1502

Lien De Cuyper, Bart Clarysse, Mike Wright

{"title":"Doing good while making profits: A typology of business models for social ventures","authors":"Lien De Cuyper, Bart Clarysse, Mike Wright","doi":"10.1002/sej.1502","DOIUrl":"https://doi.org/10.1002/sej.1502","url":null,"abstract":"Research SummaryBuilding on business model research and the social entrepreneurship literature, we conceptually develop a set of business model choices for social ventures. These choices specify the scope of venture beneficiaries, the extent that customers and beneficiaries overlap, and how social meaning is attached to the venture's value proposition. Concurrent configurations of these choices give rise to four types of social business models: (1) Social Stimulators, (2) Social Providers, (3) Social Producers, and (4) Social Intermediaries. We illustrate this typology using data from seven social ventures and formulate propositions about the implications these business model choices have for a venture's value creation and value capture potential. We then discuss contributions to the literature on social ventures and social entrepreneurship, and the literature on business models.Managerial SummaryIn this article, we propose a framework outlining key business model choices for social ventures. These choices include the scope of target beneficiaries of the venture, the degree of overlap between customers and beneficiaries, and how the venture communicates its social mission through its value proposition. By combining these choices in different ways, we identify four distinct types of social business models which we call Social Stimulators, Social Providers, Social Producers, and Social Intermediaries. To bring this framework to life, we have examined data from seven real‐world social ventures, offering concrete examples to illustrate each type. For each of these four types of social business models, we have also formulated propositions about how the business model choices impact a venture's value creation and value capture potential.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"26 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140845968","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How optimal distinctiveness shapes platform complementors' adoption of boundary resources 最佳独特性如何影响平台补充者对边界资源的采用

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-03-27 DOI: 10.1002/sej.1501

Hye Young Kang, Stine Grodal

{"title":"How optimal distinctiveness shapes platform complementors' adoption of boundary resources","authors":"Hye Young Kang, Stine Grodal","doi":"10.1002/sej.1501","DOIUrl":"https://doi.org/10.1002/sej.1501","url":null,"abstract":"Research SummaryWhat drives platform complementors to adopt boundary resources? We address this question by drawing on optimal distinctiveness. We suggest that competitors' adoption of a platform boundary resource on the one hand increases the legitimacy of the resource, but on the other hand decreases a focal complementor's ability to differentiate by adopting it. We therefore hypothesize an inverted U‐shaped relationship between prior and future adoption of a platform boundary resource. In a dataset of health and fitness apps on the Apple iOS platform and through three online experiments, we find support for this relationship and for the existence of two important complementor‐specific contingencies that moderate this relationship. This paper expands our understanding of how optimal distinctiveness drives the dynamics of platform‐mediated markets.Managerial SummaryIn platform markets, complementors face a dilemma: which of the available platform boundary resources should they adopt? We show that a focal complementor's decision to adopt a boundary resource is the result of a strategic trade‐off between the desire to be both legitimate and to be differentiated from competitors. The result is that initially many complementors adopt the boundary resource and it becomes viewed as increasingly attractive by other platform complementors. However, over time as many complementors have adopted the boundary resource, the remaining complementors begin to shy away from adopting it because they worry that doing so might hurt their ability to be differentiated on the platform. These results are shaped by the complementors' performance and how dedicated they are to the platform.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"16 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140317172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Mix with the crowd? Craft‐based campaigns and the value of distinctiveness in campaign success 与众不同？以手工艺为基础的营销活动以及独特性对营销活动成功的价值

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-03-02 DOI: 10.1002/sej.1500

Marcus T. Wolfe, Daniel Blaseg, Pankaj C. Patel, Richard Chan

{"title":"Mix with the crowd? Craft‐based campaigns and the value of distinctiveness in campaign success","authors":"Marcus T. Wolfe, Daniel Blaseg, Pankaj C. Patel, Richard Chan","doi":"10.1002/sej.1500","DOIUrl":"https://doi.org/10.1002/sej.1500","url":null,"abstract":"Research SummaryDistinctiveness is an essential element of crafts. Building on optimal distinctiveness theory, we examine the relationship between craft‐based ventures, distinctiveness, and crowdfunding performance. Using a sample of 10,915 craft campaigns and 429,290 non‐craft campaigns, we find that craft‐based campaigns have higher distinctiveness but realize lower success through distinctiveness. Additionally, craft‐based campaigns with a higher risk index have lower distinctiveness, those with higher strategy breadth have higher distinctiveness, and those with lower cognitive complexity have higher distinctiveness. The findings have implications for crafts‐based entrepreneurs in leveraging distinctiveness and the value of lowering perceptions of distinctiveness through elements of strategic entrepreneurship—strategy breadth and cognitive complexity.Managerial SummaryOur study aids craft‐based entrepreneurs in presenting their ventures in crowdfunding contexts. We find that increasing the distinctiveness of craft‐based ventures results in lower crowdfunding campaign performance. Additionally, our results indicate that craft‐based campaigns that have higher risk have lower levels of distinctiveness. Conversely, we find that craft‐based campaigns with higher levels of strategic breadth and lower levels of cognitive complexity exhibit higher levels of distinctiveness. These findings have important implications regarding best practices related to how craft‐based entrepreneurs can best present their ventures within crowdfunding contexts. Specifically, our results indicate that craft‐based ventures can realize better crowdfunding performance via lower levels of distinctiveness within their campaigns.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"19 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140016594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Leading digital transformation in incumbent firms: A strategic entrepreneurship framing 引领现有企业的数字化转型：战略创业框架

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-02-29 DOI: 10.1002/sej.1499

Zeki Simsek, Ciaran Heavey, Andreas König, Wouter Stam

引用次数: 0

Truly, madly, deeply: Strategic entrepreneuring and the aesthetic practices of craft entrepreneurs 真正、疯狂、深刻：战略性创业和手工艺企业家的审美实践

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-02-23 DOI: 10.1002/sej.1498

Sara R. S. T. A. Elias, Amanda Peticca‐Harris, Nadia deGama

{"title":"Truly, madly, deeply: Strategic entrepreneuring and the aesthetic practices of craft entrepreneurs","authors":"Sara R. S. T. A. Elias, Amanda Peticca‐Harris, Nadia deGama","doi":"10.1002/sej.1498","DOIUrl":"https://doi.org/10.1002/sej.1498","url":null,"abstract":"Research SummaryStrategic entrepreneurship research has long focused on high growth and wealth maximization in the creation of primarily economic value. As such, it has largely overlooked craft entrepreneurs, who prioritize skill, materiality, and immersive action in creating broader forms of value. Deep engagement with materials, alongside daily aesthetic (sensory, tacit, embodied) practices are key to how craft entrepreneurs create unique value and strengthen competitive distinction. Drawing on ethnographic data from two craft‐based settings, we abductively generated three dimensions and associated tensions by which craft entrepreneurs leverage aesthetics for strategic entrepreneuring: materializing, enchanting, empathizing. Our key contribution is to unpack the embodied—and very human—processes by which craft entrepreneurs imagine and give life to unique offerings while creating distinctive value for both themselves and their stakeholders.Managerial SummaryThe focus of strategic entrepreneurship research is often on economic value creation, along with high growth and wealth maximization. By exploring the everyday practices of craft entrepreneurs, we unpack how creating broader forms of value (e.g., symbolic, artistic, social, cultural) through immersive and embodied actions contributes to stylistic and competitive distinction. For the craft entrepreneurs in our study, remaining competitive is about engaging in sensuous practices that result in meaningful and authentic offerings, for both themselves and their stakeholders. By capturing and exploring these daily practices, along with the tensions that undergird real‐time exchanges with stakeholders, we provide fresh insights into how craft entrepreneurs create unique value while delicately balancing tradition with innovation to strengthen competitive distinction.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"10 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-02-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139938918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Organizational authenticity: How craft-based ventures manage authentic identities and audience appeal 组织的真实性：以手工艺为基础的企业如何管理真实身份和受众吸引力

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-01-31 DOI: 10.1002/sej.1496

Stanislav D. Dobrev, J. Cameron Verhaal

引用次数: 0

The strategic role of owners in firm growth: Contextualizing ownership competence in private firms 所有者在企业成长中的战略作用：私营企业所有权能力的内涵

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-01-18 DOI: 10.1002/sej.1497

Jannis von Nitzsch, Miriam Bird, Ed Saiedi

引用次数: 0

Fulfilling the process promise in new venture creation research: The ethnography/accelerator approach 在新企业创建研究中实现过程承诺：人种学/加速器方法

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-01-03 DOI: 10.1002/sej.1494

Guillaume Dumont

引用次数: 0

Venture governance, CEO duality, and new venture performance 风险企业治理、首席执行官双重性和新企业绩效

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-01-02 DOI: 10.1002/sej.1495

Mingxiang Li, Zhi Cao, Siri Terjesen

引用次数: 0

Strategic leaders' ecosystem vision formation and digital transformation: A motivated interactional lens 战略领导者的生态系统愿景形成与数字化转型：动机互动透镜

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2023-12-26 DOI: 10.1002/sej.1493

Emmanuelle Reuter, Steven Floyd

引用次数: 0