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Über dieses Buch

This book focuses on how to promote innovation and an entrepreneurial mindset within organizations in the context of structural changes. It highlights the importance of internal marketing of innovation and ideas among employees, of creating collaborative spaces, and of company leaders promoting collaboration. The key aspect in all contributions gathered here is to understand the co-creation paths of structural change and innovation, and how they contribute to competitive advantage. The respective chapters address topics such as intrapreneurship, organizational mindset, creating an entrepreneurial orientation, strategic leadership, and internal & external organizational networking. All contributions are based on the latest empirical and theoretical research, and provide key findings and concrete recommendations for organizations.



Organizational Mindset of Entrepreneurship: An Overview

This is an introduction chapter that explains the scope and aims of this book. This chapter describes the role of entrepreneurial mindset for organizations, human capital, strategic leadership, internal marketing, innovation and intrapreneurship. It happens that sometimes changes in environment may require reorganization of the whole company. In order to create competitive advantages, these changes should affect all stakeholders in organizations. Competitive advantage cannot be achieved if an entrepreneurial mindset is not firmly developed, which is the main topic of this book. Almost all chapters of the book relate its content to changes and innovation, as the basis for competitive advantage. An overview of all chapters included in this book is provided as well. Editors and contributors of this book expect that this volume will bring a desirable and meaningful contribution to the field of organizational entrepreneurial mindset. Editors truly believe this volume will be well-received by regional and international academic colleagues, entrepreneurs, managers, and students.
Veland Ramadani, Ramo Palalić, Léo-Paul Dana, Norris Krueger, Andrea Caputo

Entrepreneurial Leadership and Its Impact on the Emergence of Entrepreneurial Ventures

Within the domains of entrepreneurship and leadership there has been a focus on integrating certain aspects of both to achieve entrepreneurial leadership. Our knowledge of entrepreneurial leadership is still evolving. However, this knowledge remains more limited in relation to the impact of entrepreneurial leadership on the emergence of entrepreneurial ventures. In this chapter the contributions of entrepreneurship and leadership to entrepreneurial leadership is examined. Herein, a conceptual model is proposed as a useful focal point to extend the integration of entrepreneurial leadership and synthesize the impact that entrepreneurial leadership has on the emergence of entrepreneurial ventures.
Claudine Kearney

Too Much of a Good Thing? Employee Human Capital and the Accelerated Internationalization of Belgian Small- and Medium-Sized Companies

In this chapter, we explore the role of employee general and specific human capital for the accelerated internationalization of Belgian small- and medium-sized companies (SMEs). We test our ideas using a unique dataset of all Belgian manufacturing SMEs which internationalized between 1998 and 2005 and followed a strategy of accelerated internationalization. Findings indicate a significant curvilinear (inverted U) association between general human capital (education) and the company’s scope of internationalization (number of foreign markets served), while specific human capital (training) had a significant effect only in the medium-low technology sector. Implications for theory, managerial practice, and public policy are discussed.
Jonas Onkelinx, Tatiana S. Manolova, Linda F. Edelman

Entrepreneurial Mindset and SMEs’ Sustainability

The chapter aims to describe an entrepreneurial climate in small and medium enterprises (SMEs) in Bosnia and Herzegovina. The study is based on a qualitative approach, using interviews for data collection. It portrays the path way how the entrepreneurial mindset is created in SMEs. Each part of the path is elaborated in the way how this mindset is understood, established, and maintained throughout the entrepreneurial cycle. Interviewees are business owners or CEOs of SMEs who are competent to elaborate answers for asked questions. Results show that entrepreneurial mindset and spirit are created out of entrepreneurial orientation (EO) dimensions along with the internal marketing and networking. Contribution and other implications are further discussed.
Ramo Palalić, Azra Branković, Azra Bičo

Exploring the Effects of Learning Organization on Innovative Work Behaviors of White-Collar Workers: Sample from Turkey

The main purpose of this research is to determine the effects of seven different learning organization types—such as continuous learning, inquiry and dialog, team learning, embedded systems, empowerment, system connection, sharing systems, strategic leadership on innovative work behaviors of white-collar employees who work in different companies. In order to test these effects, an inquiry was conducted on the employees who were the labor of Turkey’s top 500 industrial companies determined by Istanbul Chamber of Industry. Data obtained from 526 participants were used in the analysis of the research. As a result of the correlation analysis, significant and positive relations were determined between all components of learning organization and IWB. Regression analysis was performed to reveal the effects of learning organizations on IWB. According to the results, it has been identified that only continuous learning (0.479, p < 0.000) and strategic leadership (0.381, p < 0.000) have statistically significant and positive effects on innovative behavior. Whereas, it was found that all the other subdimensions of learning organization (inquiry and dialog, team learning, embedded systems, empowerment, system connection, sharing systems) do not have statistically significant effects on the innovative work behaviors of employees.
Biçer Mehmet

Features of the Entrepreneurial Mindset of SMEs’ Owners in the Moldavian Unfriendly Environment

This chapter examines the specifics of entrepreneurial mindset of owners of small- and medium-sized enterprises (SMEs), who operate their business in an unfavorable environment, under an emerging market economy based on the examples of the Republic of Moldova. Taking into account specific examples, it is demonstrated that in Moldavian economy, business strategies based on entrepreneurial mindset (i.e., those aimed at increasing competitiveness, using innovative approaches focused on development of the human capital, organizational change, and cooperation) represent an important factor in the preservation and development of SMEs. At the same time, the hypothesis is presented according to which the implementation of some original business strategies, also oriented toward the development of the enterprise and which take into account the specific features of a particular business and the general situation in the country, can contribute to the growth of enterprises only in an unfriendly environment. Accordingly, in long term in conditions of improvement of the business ecosystem and increase of the standards of living of the population, such business strategies will not motivate, but on the contrary, limit business development, especially in the long run. The presented ideas and conclusions are based predominantly on the results of interviews with Moldavian entrepreneurs carried out in recent years with the participation of authors.
Elena Aculai, Alexandru Stratan, Natalia Vinogradova

Skill Sets, Employee Types, and Strategies for Remediation: Analytical and Clinical Considerations for the Workplace

Many disciplines such as human and organizational development, psychology, social psychology, sociology, conflict resolution, psychiatry, and economics have applied their unique perspectives in analyzing and describing workplace dynamics. After all, most humans throughout the world spend the greater part of their days working. When workplace conflict, dissatisfaction, unacceptable productivity, and even homicide occur, naturally solutions are sought. This chapter describes one of the many possible frameworks to explain workplace communication. Observing employee interaction exposes several obvious skills including, trust, collaboration, ego-strength, and communication. Assessing how each employee expresses these skills yields a profile or ideal prototype such as the Workplace Optimizer, the Pressured Employee, and the Low-Level Underperformer. Employee prototypes become the gateway to effective workplace problem resolution. In other words, the combination of skill sets subsumed under the rubric of specific prototypes helps guide human resource professionals and others in their efforts to improve workplace communication, suggest remediation work with specific employees, and ultimately aid in achieving the organization’s mission. The reader is offered practical solutions for working with conflictual and unproductive interaction in the workplace.
Peter R. Maida

Human Capital and Innovation: An Analysis of Western Balkans

The relationship between human capital and innovation has been mostly observed through the lens of the macroeconomic theory. However, recent studies started to apply the microeconomic approach, since the actual innovation takes place at a firm’s level. A number of studies tried to explain the determinants of innovation by taking different perspectives. One of the perspectives highlighted human capital (HC) as one of the key drivers behind the innovation. Therefore, this chapter addresses several important points. First, it explores the importance of human capital and innovation in the contemporary business environment. Second, it examines the mechanisms through which human capital contributes to innovation in firms by focusing on entrepreneurial mindset within a firm. Finally, since the existing research on human capital and innovation is very scarce when it comes to micro approach, this chapter analyzes these two constructs at a firm level by focusing on Western Balkan’s (WB) region with a slight comparison to some EU countries by utilizing the Enterprise survey developed by World Bank Group in 2013.
Emil Knezović, Ognjen Riđić, Mubarak Adam Ibnu Chambas

Entrepreneurial Marketing Mindset: What Entrepreneurs Should Know?

Marketing is regarded as one of the most essential activities for the survival and growth of small and medium enterprises, but, at the same time, it is considered as the greatest challenge for the SMEs. The lack of resources, knowledge, and expertise make it difficult for SMEs to perform traditional marketing practices. Consequently, operating in an environment with increasing dynamics, turbulence, and competition suggests that entrepreneurs have to overpass the conventional marketing principles and change them with new innovative ideas and actions such as the Entrepreneurial Marketing (EM). Entrepreneurial marketing is a relatively new field of study that has emerged at the intersection of marketing and entrepreneurship fields when it was noticed that the traditional marketing practices are not suitable for the small and medium companies. The aim of this chapter is to offer an overview on the history of the foundation of this relatively new field, the most common definitions that may be found in literature, the main types of EM, the EM dimensions, as well as the main differences between EM and traditional marketing. Finally, this study will emphasize the importance of this new marketing paradigm for small and medium enterprises. In the end, the study will provide recommendations for the use of entrepreneurial marketing by SMEs and will propose future research directions in this field.
Nora Sadiku-Dushi, Veland Ramadani

Corporate Entrepreneurship: From Structures to Mindset

Corporate entrepreneurship dispersed throughout an organization and leveraging the entrepreneurial potential of all its employees bears significant benefits for those organizations that embrace it. However, it appears more difficult to instill and requires strong investment in the development of human capital and entrepreneurial mindset among the employees and across the organization. In this chapter, we discuss the essence of corporate entrepreneurship mindset and show that across an organization, there might be different entrepreneurial mindsets that correspond to different people, opportunities, and contexts. Although different, they all lead to enactment of entrepreneurial projects. This chapter, thus, contributes to the discussion regarding the nature of corporate entrepreneurial mindsets, and their development and stimulation within an organization, from both academic and practical view.
Olga Belousova, Dagmar Y. Hattenberg, Benoît Gailly
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