Entrepreneurial Innovation (original) (raw)
The Palgrave Encyclopedia of Strategic Management
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Innovation and Entrepreneurship
Innovation, Technology, and Knowledge Management, 2015
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specifi c statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.
Entrepreneurship as Practice
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
Workbook for Entrepreneurship and Innovation
Springer Texts in Business and Economics, 2020
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors, and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Innovation Management by Promoting the Informal
2012
The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
2011
except for brief excerpts in connection with reviews or scholarly analysis. Use in connection with any form of information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed is forbidden. The use in this publication of trade names, trademarks, service marks, and similar terms, even if they are not identified as such, is not to be taken as an expression of opinion as to whether or not they are subject to proprietary rights.
The Palgrave Encyclopedia of Strategic Management
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
Commercialisation and Innovation Strategy in Small Firms
2022
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Industry and Innovation
This editorial to the special issue on "Trademarks and their role in innovation, entrepreneurship and industrial organization" proposes a novel framework to understand why and when firms file trademarks. The three perspectives at the core of the special issue offer several insights on trademark motives but have not been linked for understanding the underlying strategies and contingencies. We propose to study trademark motives in relation to the firm and the innovation life cycle stage. Inspired by the framework, we outline avenues for further research.
Revisiting the Entrepreneurial Mind
International studies in entrepreneurship, 2017
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Entrepreneurship - Creativity and Innovative Business Models
2012
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Organizational Innovation and Change
Springer eBooks, 2016
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Competition, Innovation and Antitrust
European Competition Journal, 2007
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Procedia - Social and Behavioral Sciences, 2015
In today's environment of fierce competition, enterprises must have an entrepreneurial frame of mind to be able to sustain their presence. An entrepreneurial approach, as such, would ensure detection of the changes taking place in the market before competitors and the benefit derived from this would be made available to consumers. On this basis, it can be said that the entrepreneurial approach involves taking risks by being focused on competition and at the same time aspiring to a leading position in the markets by fostering a customer oriented perspective. In this type of understanding, adaptation of an innovative perspective is essentially important in achieving success. In an entrepreneur organizational structure, one of the important factors in achieving success is to be able to establish a strong brand. In addition to introducing a new benefit to the market, being able to consolidate the effects of such benefit by means of a strong brand would ensure successful completion of the entire process. Within this context, it is essential to demonstrate the clear and distinguishing features of the benefit offered in consideration of customer satisfaction, ensuring that these features are sustained while the creativity is being cultivated in the face of the corroding effects of time and the creative destruction that technological advancements cause. At this point, the concept of "Entrepreneurial Brand" makes its presence known as it continues to gain importance. In this study, primarily the importance of creativity and innovativeness in entrepreneurship and brand formation will be emphasized. Then, the long term contributions that an entrepreneurial brand can make to achieving competitive advantage in the markets will be elaborated. Finally, within this context, the strategies that could lead to success will also be stated.
The National Innovation System of Belgium
2000
The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
1998
Abstract: This paper is the entry under" trademarks" in the New Palgrave Dictionary of Economics and the Law. It discusses the economic function of trademarks in conveying information to consumers, as well as the various distortions that may arise in the function of trademarks.
International Entrepreneurship and Management Journal Business model innovation in entrepreneurship
The goal of this paper is to advance the understanding of emerging developments in business model design within the field of entrepreneurship. It is widely known that during the start-up process, entrepreneurs need to set up the boundaries of the business and define the product/service to offer. This is a very complex task, especially for new technology-based companies which usually require large investments and have a limited time span (avoiding product obsolescence) to turn the idea into a full-time venture. Although business model design within the entrepreneurship field is a recent topic, it is gaining a growing attention in the literature. The usefulness and predictable power of business models are expected to help entrepreneurs make more informed decisions, thus increasing the chances of success. This article first tackles the specific problems faced by new technology based firms, linking their needs with the advantages of having a flexible and well designed business model. Second, different innovative practices aimed at improving business model design are discussed. The paper ends with some recommendations, stressing the need for future empirical work.