Booties, bounties, business models: a map to the next red oceans

Roth, Steffen

doi:10.1504/ijesb.2014.064272

Cited by 16 publications

(4 citation statements)

References 41 publications

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“…As such, labelling theory provides an effective theoretical device through which to understand the ways a firm can be designated both as piratical and as innovative, creative and successful (Bureau 2014). As values and entrepreneurial cultures change, so too do our definitions of pirate and piracy, and what is legitimate as an entrepreneurial approach (Pitz and Adler 2014;Roth 2014a;2014b).…”

Section: Piratical Innovation and Labellingmentioning

confidence: 99%

Theorizing piratical innovation: Regulatory illegitimacy and firm growth

Nunan¹,

Domenico

2020

Journal of Small Business Management

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This article examines the growing phenomenon of firms in 'winner takes all' markets who adopt business models that prioritize exceptional levels of growth over other financial metrics. Often this growth results in firms breaking with regulatory norms, despite regulatory legitimacy being theorized as essential for resource acquisition in small firms. The article explores this apparent paradox. We propose piratical innovation as a firm level process built upon disrupting regulatory norms in a way that avoids negative legitimacy judgments. Extending labelling theory, we develop a conceptual model where piratical innovation blends a range of symbolic and substantive actions to enable these firms to maintain legitimacy amongst stakeholders, even when growth is underpinned by illegitimate acts. We conclude by considering the wider applicability of piratical innovation as a model for small firm growth, and the consequences for other firms which must compete against such innovations.

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Section: Piratical Innovation and Labellingmentioning

confidence: 99%

Theorizing piratical innovation: Regulatory illegitimacy and firm growth

Nunan¹,

Domenico

2020

Journal of Small Business Management

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“…Once the company succeeds in occupying one market, then the other company will follow. As a result, the blue ocean is always followed by another red ocean [27] to retrieve the customers. Demands are not created but drawn from other markets.…”

Section: Innovation and The Blue Ocean Strategymentioning

confidence: 99%

The Implementation of Adopted Balanced Scorecard with New Insight Strategy Framework for the Healthcare Industry: A Case Study

Khiew¹,

Chen²,

Shia³

et al. 2020

OJBM

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Purpose: The purpose of this paper is to find out the new insight and concept of management strategy for Taiwan local clinic in a low reimbursement insurance payment system. Besides the golden spirit of keeping human healthy and best quality of life style, creating stable financial income is another big issue. However, healthcare industry is highly competitive among same industry as well as high-end technology investment. Therefore, a suitable dynamic strategy should be taken into consideration further healthcare service undertaking. After the implementation of adopted balanced scorecard with new in-sight strategy toward child and maternal clinic, and additional of SWOT analysis, Blue Ocean Strategy and 7s Mckinsey theory, a suitable dynamic strategy created a great value in health care industry. It created a value added dynamic strategy to solve low reimbursement insurance payment system; local clinic not only gained a better profit and service expansion but also promoted health care to a higher level, especially in child and maternal healthcare services. Design/Methodology/Approach: This is a local Obs & Gyn local clinic qualitative case study. All observation phenomena were observed and recorded down from the clinic. Adoption of balanced scorecard, new insight of blue ocean strategy and 7's Mckinsey Theory formulates a dynamic strategy for the clinic management.

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“…An entrepreneur is an individual who coordinates or manages a business and takes all the risk (Roth, 2014). Entrepreneurs formulate business models, employees, and resources and are responsible for their performance, which determines the success or failure of the sector (Minniti and Moren, 2010).…”

Section: Corporate Entrepreneurshipmentioning

confidence: 99%

Corporate Entrepreneurship, Strategy Formulation, and the Performance of the Nigerian Manufacturing Sector

OMISORE¹

2019

Preprint

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Corporate entrepreneurship is a process that encourages formulating and implementing new ideas, taking risks, and creating new ideas to start new businesses. It is associated with innovation, which results in entrepreneur wealth and adds value for an organisation and the customers that buy the products. The Nigerian manufacturing sector has been underperforming in the past decade with numerous firms in the sector operating at less than 30% of initially installed capacity. Despite various industrial transformation programmes initiated by the successive governments to boost manufacturing outputs, most firms in this sector do not seem to have made any significant progress in response. Reasons for this underperformance is arguably due to the misalignment between ‘externally-driven’ policies and the ‘internal processes’ within the individual firms of various sizes. To explore and unravel the undercurrents impelling the seeming strategy- environment misalignment, this study takes a recourse to the strategic management literature. It draws from the intersectionality of strategy-environment congruence and the attendant moderating effect on performance. In order to drill down to conceptual specifics, it builds on the 3Cs framework (competence, commitment and co-ordination) initially propounded by Jha and Iyer (2007). Based on a sample of 32 manufacturing firms and leaning on the qualitative methodological approach (using interpretative phenomenological analysis), the study sought to gain situated, contextual, insights into the perceptions of the phenomenon as demonstrable in the strategic configuration. It interrogated respective processes of strategy formulation and implementation in the degree to which they are moderated by the contending environmental variables and the cumulative impact on corporate performance. This is the level of analysis at which corporate entrepreneurship behaviour, in terms of both antecedents and consequences, profoundly manifests itself; mirroring management behaviour, sensitivity and predilections towards environmental scanning capabilities. The sample of firms was drawn from firms of varying sizes in four geopolitical zones of Nigeria – South West, South East, South, and North Central. Results indicate profound ambivalences in the nature of the operating environment and the signals emitted there from which, in turn, truncates entrepreneurial behaviours of firms. Essentially, negative perceptions of the environment militated against strategic coherence, thus adversely impacting corporate performances. Essentially, the eclectic 3Cs paradigm holds strong explanatory as well as diagnostic force in explicating the setbacks of the Nigerian manufacturing sector. The analytical prism is a novelty and offers tremendous latitude for sketching out appropriate turnaround intervention strategies.

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Booties, bounties, business models: a map to the next red oceans

Cited by 16 publications

References 41 publications

Theorizing piratical innovation: Regulatory illegitimacy and firm growth

Theorizing piratical innovation: Regulatory illegitimacy and firm growth

The Implementation of Adopted Balanced Scorecard with New Insight Strategy Framework for the Healthcare Industry: A Case Study

Corporate Entrepreneurship, Strategy Formulation, and the Performance of the Nigerian Manufacturing Sector

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