Entrepreneurial Strategy : : Starting, Managing, and Scaling New Ventures.
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Place / Publishing House: | Cham : : Springer International Publishing AG,, 2021. ©2021. |
Year of Publication: | 2021 |
Edition: | 1st ed. |
Language: | English |
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Physical Description: | 1 online resource (142 pages) |
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Shepherd, Dean A. Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. 1st ed. Cham : Springer International Publishing AG, 2021. ©2021. 1 online resource (142 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Intro -- Preface -- Chapter 1: Attending to the External Environment to Identify Potential Opportunities -- Chapter 2: Co-constructing an Opportunity with a Community of Inquiry -- Chapter 3: A Lean Framework for Starting a New Venture -- Chapter 4: Managing New Ventures -- Chapter 5: Scaling New Ventures -- Concluding Remarks -- References -- Contents -- List of Figures -- 1 Attending to the External Environment to Identify Potential Opportunities -- Attending to the Environment to Form Opportunity Beliefs for Entrepreneurial Action -- Allocating Transient Attention to Identify a Potential Opportunity (for Someone) -- High Top-Down Guidance (Low Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Low Top-Down Guidance (More Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Search, Guided Attention, and the Identification of Potential Opportunities -- Entrepreneurs' Job Demands, Guided Attention, and the Identification of Potential Opportunities -- Sustained Entrepreneurial Attention for Acting on an Opportunity Belief -- Sustained Attention for Abductive Discernment and Opportunity-Belief Formation -- Sustained Attention for Analytical Discernment and Opportunity-Belief Formation -- Sustained Attention for Categorical Discernment and Opportunity-Belief Formation -- Sustained Attention for Absorptive Discernment and Opportunity-Belief Formation -- An Attention Model of Opportunity-Belief Formation for Entrepreneurial Action -- Conclusion -- References -- 2 Co-constructing an Opportunity with a Community of Inquiry -- Communities of Inquiry and Opportunity Development -- Progress in Opportunity Development -- Entrepreneurial Team Knowledge and Engaging a Community of Inquiry. Progress in Opportunity Development, Open Community Engagement, and Entrepreneurial Teams of Varied Specialists -- Lacking Progress in Opportunity Development, Focused Community Engagement, and Entrepreneurial Teams of Generalists -- Interacting with a Community of Inquiry for Opportunity Development -- Open Community Engagement and Gathering Diverse Information -- Focused Community Engagement and Gathering Specific Information -- Open Community Engagement and Generating Multiple Alternatives -- Focused Community Engagement and Generating Related Alternatives -- Open Community Engagement and Disconfirming Opportunity Conjectures -- Focused Community Engagement and Confirming Opportunity Conjectures -- A Social Model of Opportunity Development -- Conclusion -- References -- 3 A Lean Framework for Starting a New Venture -- The Lean Startup Framework: Its Origins, Core Ideas, and Roots in Research -- Building Blocks of the Lean Startup Framework -- Building Block 1: Identifying and Evaluating Market Opportunities -- Building Block 2: Designing Business Models -- Building Block 3: Engaging in Validated Learning -- Building Block 4: Building Minimum Viable Products -- Building Block 5: Learning Whether to Persevere with or Pivot from the Current Course of Action -- An Overarching Perspective on the Lean Startup Framework -- Conclusion -- References -- 4 Managing New Ventures -- Co-creating a Startup Venture -- Lead Founder and Starting a New Venture -- Founding Team and Starting a New Venture -- Social Relationships and Starting a New Venture -- Cognitions and Starting a New Venture -- Organizing the Startup of a New Venture -- Emergent Organizing -- Crafting a New Venture Strategy -- Facilitating Organizational Emergence -- Promoting New Venture Legitimacy -- Founder Exit -- Starting New Ventures in Different Environments -- Conclusion -- References. 5 Scaling New Ventures -- A Knowledge-Transfer Perspective on Organizational Scaling -- Accumulating Knowledge to Scale a New Venture -- Communicating Knowledge and Scaling a New Venture -- Knowledge Articulation and Codification -- Communication Avenues -- Relocating Knowledge and Scaling -- Connecting Knowledge -- Social Capital -- Formalization -- Improvisation -- Founder Replacement and New Venture Scaling -- A Feedback Framework of Knowledge Transfer in Organizational Scaling -- Accumulating and Communicating Knowledge for Scaling -- Accumulating and Relocating/Connecting Knowledge for Scaling -- Communicating and Relocating Knowledge for Scaling -- Communicating and Connecting Knowledge for Scaling -- Relocating and Connecting Knowledge -- Founder Replacement and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Scaling and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Conclusion -- References -- Concluding Remarks -- References -- Index. Description based on publisher supplied metadata and other sources. Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. Electronic books. Patzelt, Holger. Print version: Shepherd, Dean A. Entrepreneurial Strategy Cham : Springer International Publishing AG,c2021 9783030789343 ProQuest (Firm) https://ebookcentral.proquest.com/lib/oeawat/detail.action?docID=6680536 Click to View |
language |
English |
format |
eBook |
author |
Shepherd, Dean A. |
spellingShingle |
Shepherd, Dean A. Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. Intro -- Preface -- Chapter 1: Attending to the External Environment to Identify Potential Opportunities -- Chapter 2: Co-constructing an Opportunity with a Community of Inquiry -- Chapter 3: A Lean Framework for Starting a New Venture -- Chapter 4: Managing New Ventures -- Chapter 5: Scaling New Ventures -- Concluding Remarks -- References -- Contents -- List of Figures -- 1 Attending to the External Environment to Identify Potential Opportunities -- Attending to the Environment to Form Opportunity Beliefs for Entrepreneurial Action -- Allocating Transient Attention to Identify a Potential Opportunity (for Someone) -- High Top-Down Guidance (Low Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Low Top-Down Guidance (More Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Search, Guided Attention, and the Identification of Potential Opportunities -- Entrepreneurs' Job Demands, Guided Attention, and the Identification of Potential Opportunities -- Sustained Entrepreneurial Attention for Acting on an Opportunity Belief -- Sustained Attention for Abductive Discernment and Opportunity-Belief Formation -- Sustained Attention for Analytical Discernment and Opportunity-Belief Formation -- Sustained Attention for Categorical Discernment and Opportunity-Belief Formation -- Sustained Attention for Absorptive Discernment and Opportunity-Belief Formation -- An Attention Model of Opportunity-Belief Formation for Entrepreneurial Action -- Conclusion -- References -- 2 Co-constructing an Opportunity with a Community of Inquiry -- Communities of Inquiry and Opportunity Development -- Progress in Opportunity Development -- Entrepreneurial Team Knowledge and Engaging a Community of Inquiry. Progress in Opportunity Development, Open Community Engagement, and Entrepreneurial Teams of Varied Specialists -- Lacking Progress in Opportunity Development, Focused Community Engagement, and Entrepreneurial Teams of Generalists -- Interacting with a Community of Inquiry for Opportunity Development -- Open Community Engagement and Gathering Diverse Information -- Focused Community Engagement and Gathering Specific Information -- Open Community Engagement and Generating Multiple Alternatives -- Focused Community Engagement and Generating Related Alternatives -- Open Community Engagement and Disconfirming Opportunity Conjectures -- Focused Community Engagement and Confirming Opportunity Conjectures -- A Social Model of Opportunity Development -- Conclusion -- References -- 3 A Lean Framework for Starting a New Venture -- The Lean Startup Framework: Its Origins, Core Ideas, and Roots in Research -- Building Blocks of the Lean Startup Framework -- Building Block 1: Identifying and Evaluating Market Opportunities -- Building Block 2: Designing Business Models -- Building Block 3: Engaging in Validated Learning -- Building Block 4: Building Minimum Viable Products -- Building Block 5: Learning Whether to Persevere with or Pivot from the Current Course of Action -- An Overarching Perspective on the Lean Startup Framework -- Conclusion -- References -- 4 Managing New Ventures -- Co-creating a Startup Venture -- Lead Founder and Starting a New Venture -- Founding Team and Starting a New Venture -- Social Relationships and Starting a New Venture -- Cognitions and Starting a New Venture -- Organizing the Startup of a New Venture -- Emergent Organizing -- Crafting a New Venture Strategy -- Facilitating Organizational Emergence -- Promoting New Venture Legitimacy -- Founder Exit -- Starting New Ventures in Different Environments -- Conclusion -- References. 5 Scaling New Ventures -- A Knowledge-Transfer Perspective on Organizational Scaling -- Accumulating Knowledge to Scale a New Venture -- Communicating Knowledge and Scaling a New Venture -- Knowledge Articulation and Codification -- Communication Avenues -- Relocating Knowledge and Scaling -- Connecting Knowledge -- Social Capital -- Formalization -- Improvisation -- Founder Replacement and New Venture Scaling -- A Feedback Framework of Knowledge Transfer in Organizational Scaling -- Accumulating and Communicating Knowledge for Scaling -- Accumulating and Relocating/Connecting Knowledge for Scaling -- Communicating and Relocating Knowledge for Scaling -- Communicating and Connecting Knowledge for Scaling -- Relocating and Connecting Knowledge -- Founder Replacement and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Scaling and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Conclusion -- References -- Concluding Remarks -- References -- Index. |
author_facet |
Shepherd, Dean A. Patzelt, Holger. |
author_variant |
d a s da das |
author2 |
Patzelt, Holger. |
author2_variant |
h p hp |
author2_role |
TeilnehmendeR |
author_sort |
Shepherd, Dean A. |
title |
Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. |
title_sub |
Starting, Managing, and Scaling New Ventures. |
title_full |
Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. |
title_fullStr |
Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. |
title_full_unstemmed |
Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. |
title_auth |
Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. |
title_new |
Entrepreneurial Strategy : |
title_sort |
entrepreneurial strategy : starting, managing, and scaling new ventures. |
publisher |
Springer International Publishing AG, |
publishDate |
2021 |
physical |
1 online resource (142 pages) |
edition |
1st ed. |
contents |
Intro -- Preface -- Chapter 1: Attending to the External Environment to Identify Potential Opportunities -- Chapter 2: Co-constructing an Opportunity with a Community of Inquiry -- Chapter 3: A Lean Framework for Starting a New Venture -- Chapter 4: Managing New Ventures -- Chapter 5: Scaling New Ventures -- Concluding Remarks -- References -- Contents -- List of Figures -- 1 Attending to the External Environment to Identify Potential Opportunities -- Attending to the Environment to Form Opportunity Beliefs for Entrepreneurial Action -- Allocating Transient Attention to Identify a Potential Opportunity (for Someone) -- High Top-Down Guidance (Low Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Low Top-Down Guidance (More Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Search, Guided Attention, and the Identification of Potential Opportunities -- Entrepreneurs' Job Demands, Guided Attention, and the Identification of Potential Opportunities -- Sustained Entrepreneurial Attention for Acting on an Opportunity Belief -- Sustained Attention for Abductive Discernment and Opportunity-Belief Formation -- Sustained Attention for Analytical Discernment and Opportunity-Belief Formation -- Sustained Attention for Categorical Discernment and Opportunity-Belief Formation -- Sustained Attention for Absorptive Discernment and Opportunity-Belief Formation -- An Attention Model of Opportunity-Belief Formation for Entrepreneurial Action -- Conclusion -- References -- 2 Co-constructing an Opportunity with a Community of Inquiry -- Communities of Inquiry and Opportunity Development -- Progress in Opportunity Development -- Entrepreneurial Team Knowledge and Engaging a Community of Inquiry. Progress in Opportunity Development, Open Community Engagement, and Entrepreneurial Teams of Varied Specialists -- Lacking Progress in Opportunity Development, Focused Community Engagement, and Entrepreneurial Teams of Generalists -- Interacting with a Community of Inquiry for Opportunity Development -- Open Community Engagement and Gathering Diverse Information -- Focused Community Engagement and Gathering Specific Information -- Open Community Engagement and Generating Multiple Alternatives -- Focused Community Engagement and Generating Related Alternatives -- Open Community Engagement and Disconfirming Opportunity Conjectures -- Focused Community Engagement and Confirming Opportunity Conjectures -- A Social Model of Opportunity Development -- Conclusion -- References -- 3 A Lean Framework for Starting a New Venture -- The Lean Startup Framework: Its Origins, Core Ideas, and Roots in Research -- Building Blocks of the Lean Startup Framework -- Building Block 1: Identifying and Evaluating Market Opportunities -- Building Block 2: Designing Business Models -- Building Block 3: Engaging in Validated Learning -- Building Block 4: Building Minimum Viable Products -- Building Block 5: Learning Whether to Persevere with or Pivot from the Current Course of Action -- An Overarching Perspective on the Lean Startup Framework -- Conclusion -- References -- 4 Managing New Ventures -- Co-creating a Startup Venture -- Lead Founder and Starting a New Venture -- Founding Team and Starting a New Venture -- Social Relationships and Starting a New Venture -- Cognitions and Starting a New Venture -- Organizing the Startup of a New Venture -- Emergent Organizing -- Crafting a New Venture Strategy -- Facilitating Organizational Emergence -- Promoting New Venture Legitimacy -- Founder Exit -- Starting New Ventures in Different Environments -- Conclusion -- References. 5 Scaling New Ventures -- A Knowledge-Transfer Perspective on Organizational Scaling -- Accumulating Knowledge to Scale a New Venture -- Communicating Knowledge and Scaling a New Venture -- Knowledge Articulation and Codification -- Communication Avenues -- Relocating Knowledge and Scaling -- Connecting Knowledge -- Social Capital -- Formalization -- Improvisation -- Founder Replacement and New Venture Scaling -- A Feedback Framework of Knowledge Transfer in Organizational Scaling -- Accumulating and Communicating Knowledge for Scaling -- Accumulating and Relocating/Connecting Knowledge for Scaling -- Communicating and Relocating Knowledge for Scaling -- Communicating and Connecting Knowledge for Scaling -- Relocating and Connecting Knowledge -- Founder Replacement and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Scaling and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Conclusion -- References -- Concluding Remarks -- References -- Index. |
isbn |
9783030789350 9783030789343 |
callnumber-first |
H - Social Science |
callnumber-subject |
HD - Industries, Land Use, Labor |
callnumber-label |
HD62 |
callnumber-sort |
HD 262.5 |
genre |
Electronic books. |
genre_facet |
Electronic books. |
url |
https://ebookcentral.proquest.com/lib/oeawat/detail.action?docID=6680536 |
illustrated |
Not Illustrated |
oclc_num |
1321803875 |
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Entrepreneurial Strategy : Starting, Managing, and Scaling New Ventures. |
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