Stefano Magistretti, Silvia Sanasi, Claudio Dell'Era, Antonio Ghezzi
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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.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":"32 1","pages":"5-21"},"PeriodicalIF":3.7000,"publicationDate":"2022-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12529","citationCount":"4","resultStr":"{\"title\":\"Entrepreneurship as design: A design process for the emergence and development of entrepreneurial opportunities\",\"authors\":\"Stefano Magistretti, Silvia Sanasi, Claudio Dell'Era, Antonio Ghezzi\",\"doi\":\"10.1111/caim.12529\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Although firms constantly seek opportunities to launch new products, services, or business models, little is known about the way opportunities emerge and develop. 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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.
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.