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- Brink, Johan, 1976, et al.
(författare)
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Financing and privatizing a visionary research endeavor in proteonomics: The case of ProSci in Australia
- 2013
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Ingår i: How Entrepreneurs Do What They Do: Case Studies of Knowledge Intensive Entrepreneurship. - Cheltenham, UK : Edward Elgar Publishers. - 9781781005491
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Bokkapitel (refereegranskat)abstract
- This chapter addresses the close linkages between how the firm can use public and private financing to act upon innovative opportunities. It also examines the complex linkages that the founder as well as venture capitalists extert upon the management and development of the venture. The case study concerns a company in proteonomics in Australia.
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- McKelvey, Maureen, 1965, et al.
(författare)
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Collaborative Strategies: How and Why Academic Spin-offs Interact with Engineering University Centers
- 2013
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Ingår i: How Entrepreneurs Do What they Do: Case Study of Knowledge Intensive Entrepreneurship / McKelvey, M. and A.H. Lassen (eds.). - Cheltenham, U.K. : Edward Elgar Publishers. - 9781781005491 ; , s. 34-47
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Bokkapitel (refereegranskat)abstract
- This chapter follows the management and development of two KIE ventures that are academic spin-offs, in relation to collaborative strategies. The perspective is on how and why academic spin-offs continue to engage in collaborative strategies with engineering centers located at the university. The KIE ventures use the centers to access scientific and technological knowledge, as expected, but they also are interested in accessing other resources and networks to help further develop their research, product and market development. The key message is that networks with research centers at the university help shape the venture. Even after the founding phase, these KIE ventures can use collaborative strategies for research to access resources and ideas – involving scientific and technological knowledge but also market and business knowledge. The results of the chapter help us understand in particular how the venture needs to continue to access resources and ideas, even during the management and development phase of the KIE conceptual model. The KIE ventures are academic spin-offs, heavily involved in the development of technologies, and yet they greatly benefit from these university networks to access market knowledge from other, established firms, and to access business knowledge through the recruitment of experienced managers.
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- McKelvey, Maureen, 1965, et al.
(författare)
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Introduction to Case Studies in Knowledge Intensive Entrepreneurship
- 2013
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Ingår i: How Entrepreneus Do What They Do: Case Studies of Knowledge Intensive Entrepreneurship. - Cheltenham, U.K. : Edward Elgar Publishers. - 9781781005491
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Bokkapitel (refereegranskat)abstract
- This chapters introduces a conceptual model for understanding knowledge intensive entrepreneurship. It also describes the range fo case studies found in the book.
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- SadreGhazi, Shuan, 1978
(författare)
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Sustaining Entrepreneurship Over time: Case of a Social Innovation in India
- 2012
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Ingår i: How Entrepreneurs Do What they Do: Case Study of Knowledge Intensive Entrepreneurship. - Cheltenham, U.K : Edward Elgar. - 9781781005491
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- One of the main aims of entrepreneurship is value creation. But what if the intended beneficiaries of that value cannot afford paying for it fully? What if those who need it most are poor? How an entrepreneur create social value through a venture? Many might believe that entrepreneurship is about making money and maximizing financial returns for the stakeholders, yet there are a growing number of entrepreneurs whose primary driving force is to create value for the society, especially for those who are disadvantaged. Their desire for money is to use it to make a positive change in the society. They come up with innovative ways to create social ventures that are financially viable, and sometimes even profitable. Social entrepreneurship, which combines business discipline with compassion, is a growing field in business today. For an entrepreneur just having a good idea is not enough. There needs to be a plan to sustain the venture over time and develop value creation. Similarly, in social entrepreneurship it takes more than just good intentions to sustain the social impact of the venture. Succesful social entrepreneurs often manage to make a fine blend of social and economic returns to make the venture financially viable . In this chapter we look at a successful case of social entrepreneurship from India that started from the social mission of offering eye care services to eradicate needless blindness and managed to scale-up and sustain value creation over a long period.
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