Vision and Relations: Elements for an Entrepreneurial Metamodel

Filion, Louis Jacques

doi:10.1177/026624269100900416

Cited by 39 publications

(48 citation statements)

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“…Extensive research has focused on specific 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 characteristics of visions and values (Awamleh & Gardner, 1999;Baum, 1998;Conger, 1991;Den Hartog, 1997;Filion, 1991;Kirkpatrick & Locke, 1996;Kirkpatrick, Wofford, & Baum, 2002;Larwood, Falbe, Kriger, & Miesing, 1995;Shamir et al, 1993;Strange & Mumford, 2002), however we have focused on dimensions that are rarely studied yet still central to what make visions and values distinct from other forms of rhetoric. Although vision communication is widely studied and has been identified as the primary example of a specific behavior that leadership researchers should isolate (van Knippenberg and Sitkin, 2013: 46-48), prior to our study there had been no effort to study the collective or organizational consequences of the very property of language-image-based words-that distinguishes vision from other types of rhetoric (cf.…”

Section: Leadership and Rhetoricmentioning

confidence: 99%

A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance

Carton

Murphy

Clark

2014

AMJ

216

175

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Section: Leadership and Rhetoricmentioning

confidence: 99%

A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance

Carton

Murphy

Clark

2014

AMJ

216

175

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“…In fact, a majority of the Aboriginal respondents saw no bene fit to networking, while a majority of non-Aboriginal business people sec networking as important for their business. Some authors actually con sider networking as a condition for business success (Filion, 1991).…”

Section: Resultsmentioning

confidence: 99%

Aboriginal entrepreneurship on reserves: Some empirical data from Northern Ontario and considerations following the Supreme Court of Canada decision on the Delgamuukw v. British Columbia appeal

Cachon

2000

Journal of Small Business & Entrepreneurship

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“…Capacité d'évaluer le risque (MacMillan, Siegel et Subba Narasimha, 1985. Perception du développement (Filion, 1990(Filion, , 1991(Filion, , 1997. Capacité d'élaborer une stratégie (Gartner, Mitchell et Vesper, 1989 ;Verstraete, 1997 ;Walsh, Kirchhoff et Boylan, 1996).…”

Section: Tous Droits De Reproduction De Traduction Et D'adaptation Runclassified

La compétence du créateur d’entreprise innovante : quelles interrogations ?

Charles‐Pauvers

Schieb-Bienfait

Urbain

2012

ipme

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L’objet de cet article est de repérer les compétences mobilisées par le porteur de projet innovant pour créer son entreprise, à partir d’une analyse de la littérature et d’une démarche empirique qualitative. Tout d’abord, l’analyse de la littérature de gestion semble montrer que cerner la compétence du créateur requiert une révision des cadres d’analyse habituellement employés. Ensuite, quatre projets de création d’entreprises innovantes sont analysés pour repérer et évaluer les compétences mises en œuvre à chacune des différentes étapes du processus de création. Une discussion critique amène à préciser les contenus de la compétence du créateur et à interroger les démarches d’accompagnement des projets innovants.This research paper identifies the skills mobilised by a company’s founder while creating his company. First, we note that current management research literature in this area is weak, and the analysis framework of the founder’s competences needs to be revised. Second, using an empirical qualitative method, four projects of innovative companies are analysed to pinpoint and assess the skills required at each step of the company’s foundation process. In our critique, we analyse thoroughly the skills required in these innovations and we also discuss the support practices that were invoked to facilitate the projects.El objeto de este artículo es de reparar en las habilidades puestas en marcha por el emprendedor de un proyecto de innovación al crear su empresa, a partir de un análisis de la literatura y de una práctica cualitativa empírica. En primer lugar, el análisis de la literatura de gestion parece mostrar que la habilidad de un emprendedor requiere una revisión de los cuadros de análisis habitualmente puestos en marcha. En seguida, cuatro proyectos de innovacion son analizados para mostrar y evaluar las habilidades puestas en obra en cada etapa del proceso de creación. Una discución crítica destinada a conocer las habilidades del emprendedor y a questionar las acciones de acompañamiento de proyectos innovantes.Der Gegenstand dieses Artikels besteht darin, die mobilisierten Kompetenzen von innovativen Projektträgern im Rahmen von Unternehmensgründungen zu erfor-schen. Zuerst scheint die Analyse der Managementliteratur zu zeigen, dass für die Erfassung der Kompetenzen eines Gründers der gewöhnliche Rahmen genügt.In der Folge wurden im Rahmen eines empirischen Vorgehens vier innovative Gründungsprojekte analysiert, um die Kompetenzen in den verschiedenen Phasen des Gründungsprozesses zu entdecken und zu bewerten. Eine kritische Diskussion veranlasste, die Kompetenzinhalte des Ideengebers festzulegen und die Begleitung der innovativen Projekten zu hinterfragen

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Vision and Relations: Elements for an Entrepreneurial Metamodel

Cited by 39 publications

References 0 publications

A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance

A (Blurry) Vision of the Future: How Leader Rhetoric about Ultimate Goals Influences Performance

Aboriginal entrepreneurship on reserves: Some empirical data from Northern Ontario and considerations following the Supreme Court of Canada decision on the Delgamuukw v. British Columbia appeal

La compétence du créateur d’entreprise innovante : quelles interrogations ?

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