Knowledge-Based Start-ups and Entrepreneurship Policy Research Papers (original) (raw)

Article History Abstract Purpose-Numerous studies have explored entrepreneurial marketing (EM) activities in the firms that are established for a few years, but the research exploring the EM activities and challenges, particularly during the start-up phase, is scant. To cover this wide gap, the current study explores in-depth the EM activities and EM challenges faced during the start-up phase by a graduate entrepreneur who has exposure to both marketing and entrepreneurship education and practical EM experiences. Design/Methodology-In-depth case study approach has been adopted to study an SME owned and managed successfully by a graduate entrepreneur. Findings-After rigorous data analysis, in addition to the currently known seven EM dimensions, this study has discovered a new EM dimension, i.e., 'legitimation'. Moreover, the key EM challenges in emerging economies are also identified. Practical Implications-The results have guided future entrepreneurs regarding their investment decisions, and to the entrepreneurship education policymakers regarding pedagogical up-gradation.

El documento describe puntualmente los avances en dos años de incubación de una microempresa de base tecnológica, ambientalmente amigable, en el giro de deporte y turismo alternativo. Las actividades descritas son MUY diferentes a las comunmente realizadas, por ejemplo, en las incubadoras universitarias de empresas. El documento tiene forma de guión de una presentación de avances, efectuado a los superiores de un centro de incubación, por los participantes en el proyecto.

Problem Statement: Today’s ever-changing educational environment has created a need for new leadership styles
that encourage positive change and improvement. In Turkish universities, the most commonly used leadership models are the classic and/or traditional ones, which lead to stagnation in innovation and entrepreneurship. Only a limited number of universities are actively engaged in innovative research activities and achieve success in terms of entrepreneurship and cooperative work with industry. Abroad effort is needed to improve cooperation and encourage leadership development.
Purpose of Study: This paper attempts to show and critically analyze the role of leadership models of university management in creating a learning environment for innovation and entrepreneurship.
Methods: Semi-structured interviews were conducted with 42 different faculty members and 12 graduate students over a period of three months at three different universities in
Istanbul. Interviews were centered on 6 core research questions. Interpretative Phenomenological Analysis (IPA) was used to analyze the interview outcomes. The data were analyzed using the Atlas.ti 7 software kit.
Findings and Results: A large percent age of the participants,
78%, mentioned that participatory democracy is an important new leadership model that can empower innovation and entrepreneurship. Most respondents, 80%, also identified the important role of intensive collaboration with industry managers. In the transformation of the university, a significant percentage of the participants, 69%, agreed that
experts should be frequently consulted and their views taken into consideration. Slightly more than half of the participants, 54%, said that their university could do more to encourage innovation and innovative ideas from students and faculty members; out of the respondents who expressed this idea, the majority, 86 %, said that new leadership and
management styles would be critical in promoting this change.
Conclusions and Recommendations: As the current study shows, universities that apply new leadership styles create an
environment more conducive to fostering entrepreneurship and innovation. Consistent with previous research, the leadership model of university management plays a vital role
in universities’ readiness to accept innovative and entrepreneurial changes. Universities should adopt new leadership styles instead of using conservative and traditional leadership models that discourage innovation
and entrepreneurship. Generally speaking, democratic leadership models are more effective at fostering open innovation. In the new management framework, leaders can create new environments and spaces, such as technology transfer offices, to collaborate with industry.

- by Gamze Sart
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- Creative Writing, Critical Theory, Entrepreneurship, Management

Abordamos tres casos de estudio en Argentina respecto a la relación entre Tanques de Pensamiento y Universidades. Cada uno de ellos corresponden, a su vez, a tres tipos de centros de pensamiento: a) Centro de Implementación de Políticas Públicas para la Equidad y el Crecimiento (CIPPEC) en la modalidad de centro de investigación privada (CIP); b) el Grupo Plan FÉNIX (GPF) un centro de pensamiento considerado en la modalidad de centro académico (Uña, 2007, p. 9); c) la Fundación de Investigaciones Sociales y Política (FISyP), la cual sería un centro de pensamiento en la versión de fundación política (FP). En este sentido, realizamos una caracterización de los tipos de involucramiento/relacionamiento con universidades a partir de sus a) alianzas, b) consorcios o c) vinculaciones e igualmente valorando i) niveles de formalización/ informalización y ii) grados de institucionalización/ desintitucionalización de las relaciones.

- by maria paola zanoboni
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- Economic History, Medieval History, Labour history, Banking

The articulation of capital and life – or bio-economy – has been theorized in many ways in recent years; examples include biovalue, biocapital, surplus life, etc. What this proliferation of bio-concepts illustrates is the fetishization of the biological and the technoscientific at the expense of the political-economic. While there is value in this theoretical work, it leaves a major gap in our understandings of the bio-economy. In this paper, I try, partially, to fill this gap by offering an alternative way to conceptualize the bio-economy, which I call rentiership. I draw on the idea of political-economic platforms – building on, yet distinct from, biomedical platforms – to help theorize how political-economic actors understand the life sciences and how political-economic knowledges, practices and processes variously shape and are shaped by these understandings. The paper focuses, in particularly, on property and corporate governance as elements in political-economic platforms and what they mean for the management of value through forms of rentiership – i.e. the extraction of economic rents – in contrast to usual notions of entrepreneurship.