Strategic Entrepreneurship Journal最新文献_第3页

Tradition, entrepreneurship, and innovation: The craft of Japanese fine dining 传统、创业和创新：日本高级餐饮的工艺

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-07-04 DOI: 10.1002/sej.1512

Yutaka Yamauchi, Daniel Hjorth

{"title":"Tradition, entrepreneurship, and innovation: The craft of Japanese fine dining","authors":"Yutaka Yamauchi, Daniel Hjorth","doi":"10.1002/sej.1512","DOIUrl":"https://doi.org/10.1002/sej.1512","url":null,"abstract":"Research SummaryThis study explores how traditional craft produces novelty, which appears to be at odds with its emphasis on continuation. While prior research has explored how tradition is rediscovered and revived from the past, traditional craft can produce intrinsic novelty potentially through its own repetitive acts. This study examines a Japanese cuisine Kaiseki, which is traditional but simultaneously innovative. The analysis of a well‐known chef's design processes reveals that the chef designs novel dishes by responding to what has been done before, making something better and differently and thereby going beyond the limit of the tradition; Kaiseki tradition is re‐enacted through such practices. A process philosophy of Gills Deleuze is engaged to explain our concept of “tradition as capacity” as well as “tradition as object.”Managerial SummaryTradition is now seen as important source of value. This study explains how craft can be both traditional and innovative. Typically, innovation has been explained by recombination with new technologies and restoration and reinterpretation to reinvigorate identity rooted in the past, this study sheds light on the intrinsic novelty within the practices of craft. This novelty is evident in traditional Japanese cuisine, called Kaiseki, which is traditional but also innovative because customers seek novel exquisite experience as they do in any Michelin Guide starred restaurants. Through the analysis of a chef's practices, we propose a new conceptualization of tradition as capacity. The creative force of this tradition as capacity is important for creating new opportunities and novel values.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"27 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141545952","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

The evolution of craft work in the strategic development of a family enterprise 手工艺在家族企业战略发展中的演变

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-05-09 DOI: 10.1002/sej.1503

Emanuela Rondi, Vittoria Magrelli, Francesco Debellis, Alfredo De Massis

{"title":"The evolution of craft work in the strategic development of a family enterprise","authors":"Emanuela Rondi, Vittoria Magrelli, Francesco Debellis, Alfredo De Massis","doi":"10.1002/sej.1503","DOIUrl":"https://doi.org/10.1002/sej.1503","url":null,"abstract":"Research SummaryCraft firms characterized by a humanistic approach to work face a tension between adhering to pure craft principles and embracing industrialization. This challenge is heightened in family‐controlled craft firms, striving to uphold tradition while adapting to change. This study examines how craft work evolves along the trajectory of entrepreneurial development through a case study of Thun, a third‐generation family craft firm. We identify a set of mechanisms and four configurations—pure, technical, narrative, and ecosystemic—through which craft work evolves over time. These configurations not only preserve traditions, but also infuse them with entrepreneurial spirit, reinterpretation, and deep innovation. This study contributes to the craft work literature by moving beyond static perspectives and revealing the dynamic interplay between different craft configurations.Managerial SummaryCraft firms, which emphasize a humanistic approach to work, often struggle with the tension between preserving traditional craftsmanship and embracing industrialization. Our study of Thun, a third‐generation family craft firm, provides practical insights for managers by identifying a set of mechanisms and four configurations—pure, technical, narrative, and ecosystemic—that show how craft work can evolve over time. Managers can use these configurations to balance tradition and innovation, and inject entrepreneurial spirit into craft processes. Our findings underscore the importance of managing this balance for sustainable competitiveness and fostering an entrepreneurial firm culture that supports both artisanal and industrial production. Our study also provides a practical guide for craft firms seeking to evolve strategically, ensuring the integration of tradition with contemporary entrepreneurial development.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"68 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140903289","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

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