作为设计的创业:一个为创业机会的出现和发展而设计的过程

IF 3.7 3区 管理学 Q2 MANAGEMENT
Stefano Magistretti, Silvia Sanasi, Claudio Dell'Era, Antonio Ghezzi
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引用次数: 4

摘要

虽然企业不断寻找机会推出新产品、服务或商业模式,但很少有人知道机会是如何出现和发展的。特别是,尽管目前有关于创业机会的本体论和认识论知识,但推动创业机会出现和发展的过程仍未得到充分研究。为了丰富我们的理解,我们对六家设计机构进行了探索性的多案例研究,这些设计机构通过利用设计冲刺(一种结合设计和创业的混合方法)来支持公司发展其创业努力。我们研究的一个主要贡献是过程模型的概念化,说明了设计(冲刺)如何支持创业机会的出现和发展。该模型提出了将见解转化为机会的四项行动:定义、框架、实验和学习。我们的研究结果也对第三方代理在这一过程中的作用提供了有趣的见解。事实上,设计机构可以通过支持创业机会的出现和发展,在将创业作为设计的过程中起到推动者的作用。我们的研究也有助于关于创业时间的辩论,提供了他们的年表的经验写照。从这个意义上说,我们的模型也有助于管理实践,提供了一系列的行动,可以指导创业机会的出现和发展。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Entrepreneurship as design: A design process for the emergence and development of entrepreneurial opportunities

Entrepreneurship as design: A design process for the emergence and development of entrepreneurial opportunities

Although firms constantly seek opportunities to launch new products, services, or business models, little is known about the way opportunities emerge and develop. In particular, despite current ontological and epistemological knowledge of entrepreneurial opportunities, the process that drives their emergence and development remains understudied. To enrich our understanding, we conduct an exploratory multiple-case study of six design agencies that supported firms in developing their entrepreneurial endeavours by leveraging design sprint, a hybrid method combining design and entrepreneurship. A primary contribution of our study is the conceptualization of a process model illustrating how design (sprint) can support the emergence and development of entrepreneurial opportunities. The model advances four actions that enable translating insights into opportunities: defining, framing, experimenting, and learning. Our findings also offer interesting insights on the role of third-party agents in this process. Indeed, design agencies can act as facilitators in enacting entrepreneurship as design by supporting the emergence and development of entrepreneurial opportunities. Our research also contributes to the debate on the timing of entrepreneurial endeavours, offering an empirical portrayal of their chronology. In this sense, our model also contributes to managerial practice, providing a sequence of actions that can guide the emergence and development of entrepreneurial opportunities.

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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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