Capital owners, entrepreneurs and managers: a Marshallian scheme

Zaratiegui, Jesús M.; Rábade, Luis Arturo

doi:10.1108/00251740510597770

Cited by 3 publications

(2 citation statements)

References 10 publications

(44 reference statements)

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“…Presumably, at the early stage of transition to market economy the opportunity-seeking approach to risk was dominating and in the course of time the importance of the Shumpeterian interpretation of risk will rise. Zaratiegui and Rabade (2005) have convincingly proven how an ''entrepreneurial deficit'' or a ''hunger for entrepreneurs'' emerged. On the one hand it could even be interpreted as nostalgia for the era of the industrial revolution, where the capital owner played the central role in business activity.…”

Section: Entrepreneurial Element In the Activities Of The Owner And The Managermentioning

confidence: 99%

Cooperation patterns between capital owners and managers in the strategic management process: Case Estonia

Elenurm

Terk²,

Andresoo³

2008

Corporate Governance: The International Journal of Business in Society

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Purpose -The purpose of this research is to empirically describe the division of strategic roles between owners and managers and its change when moving from the post-privatisation transition stage of 1995-1999 to the European integration stage of 2000-2004.Design/methodology/approach -The design takes the form of interviews with owners and top managers, questionnaire on managers' risk aversion, discussions in focus groups. A peculiarity of the study was a broad approach to owners-managers interplay in strategy building and strategic decision making.Findings -At least three patterns of role distribution could be observed in the owners' and managers' strategy development cooperation. Corporate governance (CG) culture in enterprises has improved, but the managers' freedom of action in strategy forming, especially in foreign-owned companies, has not increased with the improvement and stabilisation of business environment, contrary to what could be presumed.Research limitations/implications -Any limitations are due to predominantly qualitative nature of the research. Practical implications -The paper enables one to better understand limitations to firms' behaviour caused by CG and to better target respective consulting and training programmes.Originality/value -The paper presents joint treatment of CG and strategy issues. It is one of the first attempts in post-socialist countries to determine dynamics of CG beyond publicly traded companies.

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Section: Entrepreneurial Element In the Activities Of The Owner And The Managermentioning

confidence: 99%

Cooperation patterns between capital owners and managers in the strategic management process: Case Estonia

Elenurm

Terk²,

Andresoo³

2008

Corporate Governance: The International Journal of Business in Society

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“…Marshall, thus, distinguished between the visionary and forwarding-thinking entrepreneurs and the practical, risk-avoiding managers. Professional managers felt pressure to legitimatize their roles and that of corporations in society, becoming sensitive to social responsibility as a form of public relations, service and employee relations (Zaratiegui and Rabade, 2005).…”

mentioning

confidence: 99%

Learning from the past to envision the future: a five-year review 2005-2009

Crocitto

2015

Journal of Management History

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Purpose – The purpose of this paper is to identify and analyze the topics published in the journal in the five-year period from 2005 to 2009. Design/methodology/approach – A qualitative examination of content by year identifies prevalent themes. Findings – The beginning and ending of the time period demonstrate continued interest in major figures of our field and the context of their thinking. Quality, excellence and continuous improvement were recurrent topics as were those of business in society, ethics and social responsibility. The value of historical analysis with suggested methodologies for further study was included. Research limitations/implications – The paper is limited to the topical papers within this five-year timeframe and a qualitative analysis of themes. Fewer than expected papers were published on leadership and international subjects given their important to the field. Practical implications – Aspiring authors may find the historical background for the current topics of entrepreneurship, quality, ethics and social responsibility convenient. Helpful advice from experts about how to study management history is highlighted. Cross-cultural and international historical linkages on themes and concepts are identified as areas in need of additional research. Social implications – The social construction of studying and teaching history is discussed. The context in which major writers lived and events occurred is recognized as a major factor in interpreting situations. Originality/value – The paper reviews over 100 articles to categorize the historical origins of current and recurring topics into major themes. Papers are organized by topic, person or event into a chart by year.

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Contextualising Entrepreneurial Activity

Brás

2021

Handbook of Research on Entrepreneurship, Innovation, Sustainability, and ICTs in the Post-Covid-19 Era

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Given the heterogeneity and plasticity of the concept of entrepreneurship, it is crucial to change the paradigm that has prevailed in some European countries driven by necessity entrepreneurship. The proposed model can be used in some European countries to ensure that the entrepreneurial seed establishes sustainable roots rather than moving unexpectedly away from development. European countries with a similar or higher level of necessity-driven entrepreneurship to Portugal could take advantage of the proposed shift in the entrepreneurial paradigm. This implies countries making changes to policies related to the role of entrepreneurship in their sustainable development, potentially accelerated by EU's 7-year budget and COVID-19 recovery package to minimise the fallout of the COVID-19 pandemic on the economy.

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Capital owners, entrepreneurs and managers: a Marshallian scheme

Cited by 3 publications

References 10 publications

Cooperation patterns between capital owners and managers in the strategic management process: Case Estonia

Cooperation patterns between capital owners and managers in the strategic management process: Case Estonia

Learning from the past to envision the future: a five-year review 2005-2009

Contextualising Entrepreneurial Activity

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