This paper contributes to strategic management research though exploring the origin and the evolution of strategy practices in entrepreneurial ventures. It is based on a case study of eight IT software and services firms in Finland. This paper demonstrates that strategy practices in new ventures are very different from each other and that their nature is dependent on the experience, education l...

Purpose: This article examines the significance of innovation to organisations following strategies of entrepreneurial orientation. In particular, the study looks at the significance innovation adds to the implementation of contemporary management control systems (MCSs) and to improved performance in these organisations. Design/methodology/approach: A quantitative analysis was conducted based o...

We examine how the social structure of existing organizations influences the entrepreneurial process and suggest that resources accrue to entrepreneurs based on the structural position of their prior employers. We argue that information advantages allow individuals from entrepreneurially prominent prior firms to identify new opportunities. Entrepreneurial prominence also provides reputation ben...

Entrepreneurs in high-technology industries often have prior experience at incumbent firms, but we know little about how knowledge obtained at the prior employer impacts entrepreneurial performance. Drawing on previous work from strategy, economics, and organizational sociology, I assess the impact of industry experience on entrepreneurial performance and innovation in medical device start-ups....

The objective of the present study is to provide a strategic entrepreneurial marketing model in the construction industry in the construction companies of the north of the country using the Grounded theory. The present study is a qualitative research which uses Grounded theory by focusing on deep and semi-structured interview and providing an entrepreneurial strategic marketing strategy. In thi...

We examine entrepreneurship in multigenerational family firms. Specifically, we employ theoretical lenses drawn from both entrepreneurship (entrepreneurial orientation) and strategy (resource-based view) to develop an integrated model of transgenerational entrepreneurship. Following a review of the literature in these fields we develop propositions that articulate connections between a family f...

From the resource-based perspective, entrepreneurial orientation and market orientation are two separate but complementary strategic orientations that emphasize the business philosophy and behavior in proactively detecting industrial environment, including market information and competitors strategy, in order to innovate and respond to the customers needs timely. Empirical studies have separate...

Scholars and business professionals advocate inter-organizational partnerships as a key strategy for knowledge acquisition. This paper explores the limitations to such strategy by studying the conditions under which partnerships with innovative firms do not materialize. In the context of Corporate Venture Capital (i.e., equity investment in entrepreneurial ventures by established corporations),...