This document discusses the concept of strategic entrepreneurship. It begins by reviewing the literature on how strategic management and entrepreneurship intersected as fields of study over time. Key components of strategic entrepreneurship are identified as opportunity identification, innovation, risk acceptance, flexibility, vision, and growth. Definitions position strategic entrepreneurship at the intersection of strategic management and entrepreneurship, focusing on using entrepreneurial activity to achieve strategic goals. The conclusion discusses benefits that strategic planning can provide for entrepreneurs in improving performance and competitive position.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
This case study is a great example of how Companies uses Strategic Management as the principle while forming any strategy for their business. It also showed how Apple, Kellogg's & Skoda used strategic management priciples like aims & objectives, planning & organizing, communication, different matrixes (BCG, GE9) to overcome all the hurdles and reach new heights.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
This case study is a great example of how Companies uses Strategic Management as the principle while forming any strategy for their business. It also showed how Apple, Kellogg's & Skoda used strategic management priciples like aims & objectives, planning & organizing, communication, different matrixes (BCG, GE9) to overcome all the hurdles and reach new heights.
Growth Strategy refers to a strategic plan formulated and implemented for expanding firm’s business. This can be done in various ways described in the presenation
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
BUSINESS OPPORTUNITY
WHAT IS OPPORTUNITY ?
TYPES OF SITUATIONAL FACTORS
EMERGENCE OF OPPORTUNITY
OPPORTUNITY IDENTIFICATION
OBSERVING CHANGES IN THE ENVIRONMENT
RECOGNIZE PROBLEM AND FIND SOLUTION
BUSINESS OPPORTUNITY AND SELECTION
THINKING MODES
Introduction to Entrepreneurship v3, 1st editionJorge Saguinsin
This is the latest updated edited version 3 of my introduction of Introduction to Entrepreneurship. It the most comprehensive of my lecture into the said subject. It is the result of 13 years of teaching and research on the said subject. More than 100 slides and 30 mb. Watch out for my new presentation on government entrepreneurship and entrepreneurial capitalism
Do you want to become an Entrepreneur? Just go through this presentation which would help you to decide your career as an Entrepreneur. This is only a basic input. For more details you can contact the Author directly through phone or mail.
The Relationship between Entrepreneurial Orientation and Employee Engagement:...AI Publications
This research examined the relationship between entrepreneurial orientation and employee engagement, using a sample of 372 employees from small to medium-sized enterprises (SMEs) in Syria. Our study aimed to provide an empirical understanding of the intricacies that interplay between the entrepreneurial orientation of firms and the level of employee engagement. The results indicate a positive correlation between these two factors. The insights provided by this study may be valuable for business owners, policymakers, and researchers alike.
Growth Strategy refers to a strategic plan formulated and implemented for expanding firm’s business. This can be done in various ways described in the presenation
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
BUSINESS OPPORTUNITY
WHAT IS OPPORTUNITY ?
TYPES OF SITUATIONAL FACTORS
EMERGENCE OF OPPORTUNITY
OPPORTUNITY IDENTIFICATION
OBSERVING CHANGES IN THE ENVIRONMENT
RECOGNIZE PROBLEM AND FIND SOLUTION
BUSINESS OPPORTUNITY AND SELECTION
THINKING MODES
Introduction to Entrepreneurship v3, 1st editionJorge Saguinsin
This is the latest updated edited version 3 of my introduction of Introduction to Entrepreneurship. It the most comprehensive of my lecture into the said subject. It is the result of 13 years of teaching and research on the said subject. More than 100 slides and 30 mb. Watch out for my new presentation on government entrepreneurship and entrepreneurial capitalism
Do you want to become an Entrepreneur? Just go through this presentation which would help you to decide your career as an Entrepreneur. This is only a basic input. For more details you can contact the Author directly through phone or mail.
The Relationship between Entrepreneurial Orientation and Employee Engagement:...AI Publications
This research examined the relationship between entrepreneurial orientation and employee engagement, using a sample of 372 employees from small to medium-sized enterprises (SMEs) in Syria. Our study aimed to provide an empirical understanding of the intricacies that interplay between the entrepreneurial orientation of firms and the level of employee engagement. The results indicate a positive correlation between these two factors. The insights provided by this study may be valuable for business owners, policymakers, and researchers alike.
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Business success is highly dependent on competent managerial and strategic leadership. Strategic
processes of managing and leading are people oriented and require strategic skills to ensure that there is proper
motivation in the work environment so as to achieve increased stakeholders value. In the present global
environment the need to cope with competition and other critical environmental challenges of business and
management underscores the essence of strategic management and business success. The exploratory research
design was employed for the study to assess the effect of strategic management on business success in Nigeria.
Data generated were analyzed through the regression statistical technique, and it was found that with 1 percent
increase in strategic management business success increases by 7.31 percent.
Human Resources Management activities through Strategic Entrepreneurial Approach Iranian Oil Companies, A Case Study. Researchers in the field of strategic human resources have argued that organizations can effectively influence the interaction, behavior, relationships and motivation of employees (CHRISTOPHER J & SMITH, 2006). Entrepreneur organizations are not exempt from this issue. Entrepreneur organizations often are young organizations with the adoption of new responsibilities and challenges of entering an unknown industry must learn ways to gain legitimacy in the industry. In this way human resources of organizations, often because of the small size of the organization, are facing quantitative restrictions that can assist the organization in search of new opportunities, competitive advantages, and success in the market. The importance of human resources in entrepreneur organizations is even more than the legitimacy and acceptance in business and shortcomings (Cardon & Stevens, 2004, p. 297). In particular, people with entrepreneurial attitude has high social skills, including social understanding, effective management, confidence, etc. and are capable of making landscapes
Ijaems apr-2016-28 Studying the effect of manager’s Strategic Thinking on Cor...INFOGAIN PUBLICATION
The purpose of this research is to explore the effect of managers' strategic thinking on corporate entrepreneurship. To this end, one main hypothesis and five secondary hypotheses were proposed. This study is descriptive-applicable and Lidka studies (1998) were employed to measure managers' strategic thinking and Robins and Kutler's questionnaire (1996) was used to measure corporate entrepreneurship. The statistical population included 118 managers and employees of a manufacturing company in Kermanshah industrial estate. The research sample was equal to 90 using Cochran formula. The results disclosed that managers' strategic thinking has a positive and significant effect on corporate entrepreneurship and all hypotheses were confirmed
STRATEGIC HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE COMPETITIVE ADVANTAGE: TH...pitaloka .
To achieve superior performance and continual competitiveness, a company needs to integrate and adjust among strategic choices with human resource policies in order to execute the best chosen strategy effectively. The existence of Inside–Out approach supported by Resource Based View is not absolutely changing the Outside-in approach in the formulation and implementation of Human Resource Strategies. Otherwise, this situation is forced to empower human resource functions to be more strategic to synergize with the challenges by creating real value added for a company to lead in fierce business competition. The roles and functions of Strategic Human Resource must be directed to produce core competitiveness of company, and managing the capabilities of company to more flexible and dynamic. This strategy is expected to stimulate a continual innovation which integrates human resource practices, so a company can manage itself to be more adaptive with environment changes.
STRATEGIC HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE COMPETITIVE ADVANTAGE: TH...pitaloka .
Researches on strategic human resource management have given major attention to the issues related to HR management
(managing people) on corporate level as a whole and integrated, than solely focuses on individual practice of HRM which is independent from other strategies of firm. This is because in order to achieve sustainable superior performance and competitive advantage, integration and confortabillitty between selected strategy and human resource policy are required to execute the strategy itself.
Inside-out approach supported by Resource Based View theory is not completely able to displace the outside-in approach in the process of HRM strategy formulation and implementation. This is caused by the fact that each of the approaches has its own advantages and disadvantages over others. The problem is how to make the role and function of strategic HRM able to directly answer all of challenges and create real solutions and add real value on the creation (value creation) so that firm wins the competition. Therefore, the role and functions of HRM must be aimed onto how to create and manage the core competencies to keep it dynamic and flexible (dynamic capabilities) to motivate the emergence of sustainable creativity and innovation which are integrated into every activity, practice, and strategy of HRM (HR Strategy) so that firm is able to adapt, integrate, arrange, and readjust its resources with the environmental changes as necessary.
Entrepreneurial Management A Literature Reviewijtsrd
Entrepreneurial management is a mode of management that is proactive, opportunity driven, and action oriented. Entrepreneurial management style is evidenced by the firm’s strategic decisions and operating management philosophies. There is a significant difference between entrepreneurial management and traditional management. Entrepreneurial firms are those where upper management possesses an entrepreneurial management style. A style, which originates from the firms’ strategic decisions and operating management philosophies. Entrepreneurial managerial behaviour promotes a culture of creativity and risk taking, creates flat informal structures, and promotes strategy so as to take advantage of the opportunities that are identified. Traditional managerial behaviour on the other hand emphasizes planning, control, monitoring, evaluation, and formalized organizational structures. The purpose of this paper is to conceptually examine entrepreneurial management as an emerging construct in management. Adim, Chidiebere Victor | Mezeh, Akpobolokami Andy "Entrepreneurial Management: A Literature Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49607.pdf Paper URL: https://www.ijtsrd.com/management/other/49607/entrepreneurial-management-a-literature-review/adim-chidiebere-victor
La combinación de gestión del conocimiento y gestión del cambio en procesos y servicios de Consultoría.
En este trabajo se analiza la relación entre los procesos de cambio y la gestión del conocimiento, entre los partidarios de gestión del cambio y facilitadores de la Gestión del Conocimiento.
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
Minimum of 400 words in the body Minimum of 2 sources from the liter.docxssuserf9c51d
Minimum of 400 words in the body Minimum of 2 sources from the literature in addition to course texts
Gamble, J., Peteraf, M., & Thompson, A. (2019).
Essentials of strategic management: The Quest
for Competitive Advantage
. (6th ed.), New York, NY: McGraw Hill Higher Education
Keller, T., & Alsdorf, K. L. (2012).
Every good endeavor: Connecting your work to God's work
.
New York, N.Y: Dutton, Penguin Random House.
Krogerus, M., & Tschäppeler, R. (2018).
The decision book: 50 models for strategic thinking.,
(Revised ed.), New York, NY: W. Norton & Company, Inc.
Rumelt, R. (2011).,
Good strategy/bad strategy: The difference and why it matters
., New York,
NY: Crown Busines
Content must include:
· Summary of the author’s Main Thread – no less than 125 words · What you agreed with, did not agree with and why – no less than 125 word
APA FORMAT A MUST FOR THE REPLY PLEASE
Gokus (2015) discusses the difficulty in anticipating the roles company structure and the external environment have on market orientation and business strategy. He believes the external environment, which he categorizes as market turbulence and competitive intensity, can affect company performance and influence strategy. He suggests companies explore the current research on the moderating role of the external environment and structure has on customer orientation and strategy types. Ferrero-Ferrero, Muñoz-Torres, & Fernández-Izquierdo (2015) echo these assertions, as they found different environmental conditions require different strategies set forth by top management. They attribute these challenges to the onset of the global financial crisis, as it challenged corporate leaders to reassess the formulation of effective strategy. They believe team orientation, leadership effectiveness, and organizational size as impediments to strategic goal setting.
Evaluating the External Environment
Gamble, Peteraf, & Thompson Jr. (2019) suggest organizations conduct an evaluation of the current happenings in the business landscape through the exploration of seven areas. They suggest conducting analyses to better understand the macro-environment, competitive forces, driving forces of change, industry rivals, forthcoming strategic initiatives of rivals, key success factors, and opportunities in the industry. They discuss one of the most widely used tools to address these seven areas, Michael Porter’s five forces model of competition—buyers, potential new entrants, intensity of rivalry, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Their assessments convey one of the most important areas to understand relates to the strategies and initiatives of competitors, as being unaware to this information can be detrimental to an organization. They offer Michael Porter’ Framework for Competitor Analysis, as it focuses on the current strategy, objectives, capabilities, and assumptions of an.
Similar to Strategic Entrepreneurship Topic 1 (20)
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
Zeeshan Hayat - A Guide to Efficient Business Management.pdf
Strategic Entrepreneurship Topic 1
1. STRATEGIC ENTREPRENEURSHIP
TOPIC 1
DR ANIS AMIRA AB RAHMAN
FACULTY OF ENTREPRENEURSHIP AND BUSINESS
UNIVERSITI MALAYSIA KELANTAN
anisamira@umk.edu.my
3. Table 1: The birth of strategic entrepreneurship
Name of Author Year Issues relate to strategic entrepreneurship
Mintzberg 1973 Introduce the notion of entrepreneurial strategy making
Schendel&Hofer 1979 Argued that the entrepreneurial choice is at the heart of the concept of strategic
Burgelman 1983 Empirically examine the interrelationship between strategic management and entrepreneurship
inside a large corporation
Covin&Slevin 1989 Posited the concept of entrepreneurial strategy posture examining a firms competitive
orientation on a spectrum from conservative to entrepreneurial
Chittipeddi&Wallett 1991 Reviewed macroscopic trend impacting business and argue that the ethos of entrepreneurship
would pervade winning firms and that ‘the organizational’ archetype of the future will be
entrepreneurial . Its leadership, strategies, and structure will reflect entrepreneurial thinking with
associated traits such as flexibility, innovativeness, and a problem solving actions orientation.
Day 1992 Examined the research linkages between entrepreneurship, strategy management, and
general management and offers one possible configuration of their interrelation.
Sandberg 1992 Investigated cross-fertilization opportunities between strategy management and
entrepreneurship and posited six fertile areas; innovation; new business creation; opportunities
seeking; risk assumption; top management teams; and group processes used in strategic
decisions.
Barringer&Bluedorn 1999 Studied the relationship between entrepreneurial intensity and five strategic management
practices finding statistically significant results for the impacts of scanning intensity, planning
flexibility, locus of planning and strategic controls.
Meyer & Heppard 2000 Edited the first scholarly book addressing the interface between entrepreneurship and strategy
to uncover the components of a firm’s entrepreneurial ‘dominant logic’ independent of firm size.
4. The Birth of Strategic
Entrepreneurship
There are three perspectives on the marriage of strategic and
entrepreneurship.
strategic management is “dominants” over entrepreneurship (Baker
and Pollock, 2007 cited in Rensburg, 2013)
strategic management is itself a “subset” of entrepreneurship (Browne
& Harms, 2003 cited in Rensburg, 2013)
Strategic management “intersection” with entrepreneurship
(Rensburg, 2013).
The former indicates that the entrepreneurship concepts can be explained
by the strategic management domains while the later argues that strategic
management only the division of entrepreneurship field.
The “intersection” perspective agrees with the overlapping of research’s
areas and suggests that the marriage should be created through
combining the core advantages of each which are the strategic and
entrepreneurship.
5. The Birth of Strategic
Entrepreneurship
The term of ‘Strategic Entrepreneurship’ was first
pointed out by Herbert & Brazeal (1998 cited in
Rensburg, 2013).
Researchers in Strategic Entrepreneurship field,
studies on board of directors’ roles, firm resources
and capabilities, and financial implications
(Rensburg,2013).
Other researchers study on the combination of
opportunities seeking behaviour (exploration) and
advantages seeking behaviour (exploitation) and
relates it to wealth creation (Hitt et al. cited in
(Rensburg, 2013)
6. What is Strategy?
The Implicit Strategy Model of the Past
Decade
Sustainable Competitive Advantage
• One ideal competitive position in the
industry
• Unique competitive position for the
company
• Benchmarking of all activities and
achieving best practice
• Activities tailored to strategy
• Aggressive outsourcing and
partnering to gain efficiencies
• Clear trade offs and choices vis-à-vis
competitors
• Advantages rest on a few key success
factors, critical resources and core
competencies
• Competitive advantages arises from
fit across activities
• Flexibility and rapid responses to all
competitive and market changes
• Sustainability comes from the activity
system, not the parts
• Operational effectiveness a given
Sources : Michael E.Porter, (1996 cited in Kuratko, D. F. &
Hodgetts, R. M., 2004: 532)
7. Strategic Entrepreneurship and Strategic Management
Source : Wheelen, T. L. and Hunger, J. D. (2000 cited in
Kuratko, D. F. & Hodgetts, R. M., 2004: 521).
8. How strategic management relates to strategic
entrepreneurship?
Entrepreneurial
actions
Strategic
actions
• Innovation
• Networks
• Internalization
• Organizational
Learning
• Top Management
Teams and
governance
• Growth
Source : R. Duane Ireland, Micheal A.Hitt, S. Michael Camp, Wealth Creation
and Donald L.Sexton, (2001 cited in in Kuratko, D. F. &
Hodgetts, R. M., 2004: 531)
9. Components of Strategic
Entrepreneurship
Opportunity
identification
Strategic
Entrepreneurship
Growth
Resource Management
Dynamic capability
Innovation
vision
Flexibility
Acceptance
of risk
Sources : Kyrgidou, L. P. And
Mathew Hughes, M. (2009: 49)
10. Components of Strategic Entrepreneurship
Opportunity identification - suggested to be an important
source of competitive advantage (Hitt et al., 2002), which
can lead to entrepreneurial opportunity creation.
Innovation or the ability to innovate - one of the distinctive
competencies of entrepreneurial firms (Kirby, 2003).
Sonfield and Luccier (1997) expand on this concept
proposing that the most effective way to position an
entrepreneurial firm is to use risk and innovation.
Risk - referring to perceived environment (Smircich and
Stubbart, 1985). The entrepreneur does not make a
conscious decision to engage in highly risky projects, but
rather their perception of that situation is of moderate
rather than of high risk (Busenitz and Barney, 1997).
UNIVERSITI MALAYSIA KELANTAN
11. Components of Strategic Entrepreneurship
Flexibility- firms should be able to respond to change
quickly, independent of their current strategy (Eisenhardt
et al., 2000). Flexibility refers to balancing structure with
the freedom to implement and change strategy
(Eisenhardt et al., 2000), which in turn will facilitate quick
response to change (Bhide, 1994).
Vision- Establishing a clear vision and developing strategy
that focuses both on opportunity and advantage within
that vision (Hitt et al., 2001) enhance opportunity
identification
Growth is related not only to innovative and creative ideas,
but also to the structure and strategy to turn such ideas
into profitable ventures resources and dynamic capabilities
appear
UNIVERSITI MALAYSIA KELANTAN
12. Definition of Strategic
Entrepreneurship
Strategy entrepreneurship is the use and/or stimulation
of entrepreneurial activity to achieve strategic goals,
(Kuratko & Audretsch, 2009 cited in Rensburg, 2013).
In addition, strategic entrepreneurship is still mainly a
rather loose amalgam of a number of insights from
strategy and entrepreneurship (Foss & Lyngsie, 2011, p.
16).
Strategic entrepreneurship describing an input-process-output
model that entails: organizational resources,
individual knowledge, and skills, and environmental
factors as inputs.
13. Definition of Strategic
Entrepreneurship
Guth & Ginsberg (1990), they replace strategic renewal
with strategic entrepreneurship relegating strategic
renewal to sub strategy of strategic entrepreneurship.
Moreover, strategic entrepreneurship can be enacted
within small medium size enterprise as well as within
large established corporations (Resburg, 2013).
The existences of entrepreneurial behaviour in large
frim is either the result of a deliberate or an emergent
strategy or as Burgelman (1993b) described it the result
of induced strategy behaviour or autonomous strategy
behaviour.
15. Conclusion
Entrepreneurs do not use strategic planning for many reasons
because:
scarcity of time
lack of knowledge about how to plan
lack of expertise in the planning process,
lack of trust in others.
Benefits to strategic entrepreneurs are:
have better financial performance
more efficient resource allocation
improved competitive position
higher employee morale
more rapid decision making
UNIVERSITI MALAYSIA KELANTAN
16. REFERENCES
Rensburg, D.J.V. (2013). Is Strategic Entrepreneurship a Pleonasm?. Journal of Management and
Strategy, 4, 1, 15-27.
Kuratko, D. F., & Hodgetts, R. M. (2004). Entrepreneurship: Theory, process, practice. Mason,
Ohio: Thomson/South-Western
Kyrgidou, L. P., & Hughes, M. (2010). Strategic entrepreneurship: Origins, core elements and
research directions. European Business Review, 22, 1, 43-63
Dollinger, M, J. (2008). “ENTREPRENEURSHIP: Strategies and Resources Fourth Edition”, Kelley School
of Business, Indiana University. MARSH publications, pp. 33-40.
Hisrich, R. D., Peters, M. P., & Shepherd, D. A. (2009). Entrepreneurship. New York: McGraw-Hill Higher
Education.
Lieberman, M. B., & Montgomery, D. B. (1988). First‐mover advantages. Strategic management
journal, 9(S1), 41-58.
Zimmerer, T., Scarborough, N. M., & Wilson, D. (2002). Essentials of entrepreneurship and small business
management (Vol. 2). Upper Saddle River, NJ: Prentice Hall.
Barringer, B and Ireland, D (2012) Entrepreneurship – Successfully Launching New Ventures (4th Ed.).
Pearson Education, Global Edition. (B1)
Dollinger, Marc J., (2003) Entrepreneurship: Strategies and Resources, 3rd Edition, Prentice Hall
International Edition. (B2)
Wickham, P. A. (2006) Strategic Entrepreneurship. (4th. Ed.). England: Pearson Education Ltd. (B3)
Timmons J, Spinelli S, (2007) New Venture Creation: Entrepreneurship for the 21st Century, 7th. Edition,
McGraw Hill International Edition.
Roberts,M, Stevenson, H., Shalman, W., Marshall, P., and Hamemesh, (2007) New Business Venture and
The Entrepreneur, 6th. Edition, McGraw Hill International Edition.