Strategic Entrepreneurs at Work: The Nature, Discovery, and Exploitation of Entrepreneurial Opportunities

Companys, Yosem E.; McMullen, Jeffery S.

doi:10.1007/s11187-006-9034-x

Cited by 229 publications

(171 citation statements)

References 105 publications

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“…When both identities align with the commercial logic, financial aims will likely be prioritized and the entrepreneur will fit the mold of the economic profit-seeker frequently portrayed in the extant "traditional" entrepreneurship literature (e.g. Companys & McMullen, 2007;Shane, 2004). Conversely, social aims will be prioritized when role and personal identities are associated with the social welfare logic.…”

Section: Identity Configurations That Integrate the Commercial And Somentioning

confidence: 99%

An Identity-Based Approach to Social Enterprise

Wry

York

2017

AMR

390

361

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Social enterprise has gained widespread acclaim as a tool for addressing social and environmental problems. Yet because social enterprises integrate social welfare and commercial logics, they face the challenge of pursuing frequently conflicting goals. Studies have begun to address how established social enterprises can manage these tensions, but we know little about how, why, and with what consequences social entrepreneurs mix competing logics as they create new organizations. To address this gap, we develop a theoretical model based in identity theory that helps to explain (1) how commercial and social welfare logics become relevant to entrepreneurship, (2) how different types of entrepreneurs perceive the tension between these logics, and (3) what implications this has for how entrepreneurs recognize and develop social enterprise opportunities. Our approach responds to calls from organizational and entrepreneurship scholars to extend existing frameworks of opportunity recognition and development to better account for social enterprise creation.

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Section: Identity Configurations That Integrate the Commercial And Somentioning

confidence: 99%

An Identity-Based Approach to Social Enterprise

Wry

York

2017

AMR

390

361

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“…This comprehensive definition of competitive advantage is presented in preceding studies on strategic alliance carried out by Street and Cameron (2007), Jeje (2014), Companys and McMullen (2007), Dyer and Singh (1998), Lew and Sinkovics (2013), and Ireland et al, (2002).…”

Section: Strategic Alliance and Competitive Advantagementioning

confidence: 99%

Identifying the Impact of Strategic Alliances on the Performance of SMEs (Case Study: The Industry of Automotive Parts Manufacturers in Iran)

Talebi¹,

Farsi²,

Miriasl³

2017

IBR

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This study has investigated the effects of strategic alliances on the performance of small and medium sized enterprises (SMEs) of the industry of automotive parts manufacturers. Questionnaires have been distributed among 400 senior managers of SMEs of the industry of auto parts manufacturers based on stratified random sampling. The data has been analyzed using structural equation modeling software and PLS2 software in two segments of measurement model and structural model. In the first segment, technical features of the questionnaire were tested in terms of reliability and validity. Moreover, in the second segment, t-test was used to test research hypotheses. The results show that there is a significant and positive relationship between the dimensions of strategic alliances, including new opportunities, entrepreneurial and innovative capabilities, social capital, and internationalization of business, and competitive advantage with the performance of SMEs.

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“…Contemporary entrepreneurship scholars, considering whether opportunities are objective or subjective (McMullen and Shepherd, 2006;Companys and McMullen, 2007), note that Kirzner tends to treat them as objective. Again, this is true, but misses the point.…”

mentioning

confidence: 99%

Opportunity discovery, entrepreneurial action, and economic organization

Klein

2008

Strategic Entrepreneurship

454

335

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Mechanisms for the formation and disappearance of the crack‐like pores generated during the early stage of Al foaming are investigated. A model for their disappearance process is proposed for the first time. The stress, perpendicular to the compaction direction in uniaxial cold compaction, is caused by the interaction of the Al powder under a high compaction pressure and is the main reason for the formation of the crack‐like pores. The results of the model analysis and theoretical calculations suggest that the pressure difference ΔP between the initial, round bubbles and the crack‐like pores is the driving force for their disappearance. The rapid reduction of ΔP is attributed to the decomposition characteristics of the TiH2 powder.

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Strategic Entrepreneurs at Work: The Nature, Discovery, and Exploitation of Entrepreneurial Opportunities

Cited by 229 publications

References 105 publications

An Identity-Based Approach to Social Enterprise

An Identity-Based Approach to Social Enterprise

Identifying the Impact of Strategic Alliances on the Performance of SMEs (Case Study: The Industry of Automotive Parts Manufacturers in Iran)

Opportunity discovery, entrepreneurial action, and economic organization

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