Innovation and Entrepreneurship

Carayannis, Elias G.; Samara, Elpida; Bakouros, Yannis L.

doi:10.1007/978-3-319-11242-8

Cited by 37 publications

(27 citation statements)

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“…It can be done by cultivating and rendering the senior employee personally responsible either for the preparation of a budget relating to their tasks or for managing their departments as independent so-called self-managed employees, all about budget planning and other control aspects. Carayannis, Samara, and Bakouros (2015) characterize intrapreneurs by (a) persistence and designation manifesting them in the tendency for adequately work hard, (b) eagerness to take risks but only after sensitive various research about the possibility of success, (c) opportunistic who understands, mainly market functions, principally in relation to identifying new opportunities and (d) showing enthusiasm for existing and future entrepreneurial activities, emotional and rational commitment to an organization’s ability to motivate confidence in subordinates and self-confidence to external suppliers, customers and other third parties.…”

Section: Intrapreneurship and Lean Start-up Methodologiesmentioning

confidence: 99%

Lean Intrapreneurship for Networked Manufacturing Enterprises

Atari

Prause

2019

Journal of Entrepreneurship and Innovation in Emerging Economie

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Manufacturing processes are usually imbedded in cross-company value and supply chains. Most manufacturing companies are currently encountering the obligation to react on their rapidly changing network environments. For companies, which are willing to remain competitive and to keep their position in the global business environment, continuous improvement and innovation of production system processes has become a necessity. Lean manufacturing and lean thinking represent meanwhile traditional frameworks for improving the performance for production systems in various industries. But not all production companies succeed with their implementation efforts towards lean manufacturing and performance improvements due to failures in organisational topics, especially at the interfaces within supply chains. Lean start-up theory and its methodologies represent success factors for organisational development paving the way to intrapreneurial and innovation concepts in a lean management influenced by lean thinking. Modern manufacturing concepts which are embracing networked enterprises are emphasising approaches for production in networks. The article investigates the innovation shortcoming in the lean manufacturing framework; organisational development in the context of intrapreneurship in a case study of a modular manufacturing company which is based on a smart and lean production concept. The research is empirically validated by using data samples from a business reengineering project in an internationally operating high-tech manufacturing enterprise from Estonia. The empiric analysis is based on semi-structured expert interview data and secondary data revealing the synergies between lean practice bundles and networked production enterprises in the context of intrapreneurship.

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Section: Intrapreneurship and Lean Start-up Methodologiesmentioning

confidence: 99%

Lean Intrapreneurship for Networked Manufacturing Enterprises

Atari

Prause

2019

Journal of Entrepreneurship and Innovation in Emerging Economie

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“…Networking is a powerful tool in the internationalization process of a firm, as organizations are enriched by network contacts, enabling the identification of international opportunities and cooperative strategies (Gil-Pechuan et al , 2013) and intensifying knowledge flows through qualified people such as scientists and skilled professionals among firms, universities and research institutes through formal and informal networks (Carayannis et al , 2015).…”

Section: Background Literaturementioning

confidence: 99%

“…Technology diffusion is an important factor in leveraging competitiveness. Some studies support that knowledge flow by technology diffusion is as important as R&D investment to achieve higher innovation performance, especially in the traditional manufacturing sector and the service industry, both non-R&D intensive and for countries that are technological users rather than sources of technology (Carayannis et al , 2015).…”

Section: Background Literaturementioning

confidence: 99%

“…Decision-makers systematically supplied with crucial information, both conceptual and empirical, can optimize the process of knowledge search. Conceptual information offers directions and tools of understanding, while empirical information is based on practical examples that subsidy problem-solution and remedies (Carayannis et al , 2015).…”

Section: Background Literaturementioning

confidence: 99%

“…A practical definition of competitiveness is posited by Carayannis et al (2015, p. 16): “Competitiveness is people’s, organizations’ and nations’ capacity to achieve high outputs and outcomes and in particular to add value using the same or lower input amounts.” Superior or better outcomes include that the organization – nation or region – has to have certain capabilities subject to comparison because the competitiveness implies an improvement process that influences the staff, knowledge, innovation and technology to structure relations to achieve higher performance (Huggins and Williams, 2011).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Measuring competitiveness through the global competitiveness project framework: the Brazilian experience

Carmona

Gomes

2021

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Purpose The purpose of this paper is twofold: first, to validate the global competitiveness project (GCP) framework in the Brazilian context; second, to describe the competitiveness levels on a sample of Brazilian firms, searching for heterogeneities of size, age and industry. Design/methodology/approach The study used the theoretical-empirical GCP framework, comprising the dimensions: human capital, product, domestic market, networks, technology, decision-making, competitive strategy, marketing, internationalization and online presence (Lafuente, Szerb and Rideg, 2016; Lafuente et al., 2019) and applied descriptive statistics, correlation analysis, confirmatory factor analysis and cluster analysis, on a survey data set of 55 Brazilian firms from different sizes, ages and industries. Findings The GCP framework was found robust, reliable and useful in emerging economies as the Brazilian. Three clusters of competitiveness were identified. Heterogeneities were detected in knowledge-intensive business services results. This work allows a better understanding of competitiveness through the identification and measurement of dimensions, which can help managers to identify/audit capacities to plan/improve firm performance. Practical implications Findings may support managers to identify, estimate and manage their competitiveness pillars, and thus increase their competitiveness levels with a focus on strategic long-term goals. Originality/value This paper contributes to knowledge production in two ways: to the validation of the framework in the Brazilian scenario and the understanding of the dynamics of competitiveness of firms.

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The Role of Technological, Economic, and Usage Ruptures in the Innovation Process

Monroy-León

2020

Problem Solving in Operation Management

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Innovation and Entrepreneurship

Cited by 37 publications

References 0 publications

Lean Intrapreneurship for Networked Manufacturing Enterprises

Lean Intrapreneurship for Networked Manufacturing Enterprises

Measuring competitiveness through the global competitiveness project framework: the Brazilian experience

The Role of Technological, Economic, and Usage Ruptures in the Innovation Process

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