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|a HD62.5
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|a Shepherd, Dean A.
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|a Entrepreneurial Strategy :
|b Starting, Managing, and Scaling New Ventures.
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|a 1st ed.
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| 264 |
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|a Cham :
|b Springer International Publishing AG,
|c 2021.
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|c ©2021.
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| 300 |
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|a 1 online resource (142 pages)
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| 336 |
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|a text
|b txt
|2 rdacontent
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|a computer
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|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Intro -- Preface -- Chapter 1: Attending to the External Environment to Identify Potential Opportunities -- Chapter 2: Co-constructing an Opportunity with a Community of Inquiry -- Chapter 3: A Lean Framework for Starting a New Venture -- Chapter 4: Managing New Ventures -- Chapter 5: Scaling New Ventures -- Concluding Remarks -- References -- Contents -- List of Figures -- 1 Attending to the External Environment to Identify Potential Opportunities -- Attending to the Environment to Form Opportunity Beliefs for Entrepreneurial Action -- Allocating Transient Attention to Identify a Potential Opportunity (for Someone) -- High Top-Down Guidance (Low Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Low Top-Down Guidance (More Bottom-Up Processing) for Attending to the External Environment to Identify Potential Opportunities -- Search, Guided Attention, and the Identification of Potential Opportunities -- Entrepreneurs' Job Demands, Guided Attention, and the Identification of Potential Opportunities -- Sustained Entrepreneurial Attention for Acting on an Opportunity Belief -- Sustained Attention for Abductive Discernment and Opportunity-Belief Formation -- Sustained Attention for Analytical Discernment and Opportunity-Belief Formation -- Sustained Attention for Categorical Discernment and Opportunity-Belief Formation -- Sustained Attention for Absorptive Discernment and Opportunity-Belief Formation -- An Attention Model of Opportunity-Belief Formation for Entrepreneurial Action -- Conclusion -- References -- 2 Co-constructing an Opportunity with a Community of Inquiry -- Communities of Inquiry and Opportunity Development -- Progress in Opportunity Development -- Entrepreneurial Team Knowledge and Engaging a Community of Inquiry.
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|a Progress in Opportunity Development, Open Community Engagement, and Entrepreneurial Teams of Varied Specialists -- Lacking Progress in Opportunity Development, Focused Community Engagement, and Entrepreneurial Teams of Generalists -- Interacting with a Community of Inquiry for Opportunity Development -- Open Community Engagement and Gathering Diverse Information -- Focused Community Engagement and Gathering Specific Information -- Open Community Engagement and Generating Multiple Alternatives -- Focused Community Engagement and Generating Related Alternatives -- Open Community Engagement and Disconfirming Opportunity Conjectures -- Focused Community Engagement and Confirming Opportunity Conjectures -- A Social Model of Opportunity Development -- Conclusion -- References -- 3 A Lean Framework for Starting a New Venture -- The Lean Startup Framework: Its Origins, Core Ideas, and Roots in Research -- Building Blocks of the Lean Startup Framework -- Building Block 1: Identifying and Evaluating Market Opportunities -- Building Block 2: Designing Business Models -- Building Block 3: Engaging in Validated Learning -- Building Block 4: Building Minimum Viable Products -- Building Block 5: Learning Whether to Persevere with or Pivot from the Current Course of Action -- An Overarching Perspective on the Lean Startup Framework -- Conclusion -- References -- 4 Managing New Ventures -- Co-creating a Startup Venture -- Lead Founder and Starting a New Venture -- Founding Team and Starting a New Venture -- Social Relationships and Starting a New Venture -- Cognitions and Starting a New Venture -- Organizing the Startup of a New Venture -- Emergent Organizing -- Crafting a New Venture Strategy -- Facilitating Organizational Emergence -- Promoting New Venture Legitimacy -- Founder Exit -- Starting New Ventures in Different Environments -- Conclusion -- References.
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|a 5 Scaling New Ventures -- A Knowledge-Transfer Perspective on Organizational Scaling -- Accumulating Knowledge to Scale a New Venture -- Communicating Knowledge and Scaling a New Venture -- Knowledge Articulation and Codification -- Communication Avenues -- Relocating Knowledge and Scaling -- Connecting Knowledge -- Social Capital -- Formalization -- Improvisation -- Founder Replacement and New Venture Scaling -- A Feedback Framework of Knowledge Transfer in Organizational Scaling -- Accumulating and Communicating Knowledge for Scaling -- Accumulating and Relocating/Connecting Knowledge for Scaling -- Communicating and Relocating Knowledge for Scaling -- Communicating and Connecting Knowledge for Scaling -- Relocating and Connecting Knowledge -- Founder Replacement and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Scaling and Accumulating, Communicating, Relocating, and Connecting Knowledge for Scaling -- Conclusion -- References -- Concluding Remarks -- References -- Index.
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| 588 |
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|a Description based on publisher supplied metadata and other sources.
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| 590 |
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|a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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|a Electronic books.
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| 700 |
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|a Patzelt, Holger.
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|i Print version:
|a Shepherd, Dean A.
|t Entrepreneurial Strategy
|d Cham : Springer International Publishing AG,c2021
|z 9783030789343
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| 797 |
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|a ProQuest (Firm)
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| 856 |
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|u https://ebookcentral.proquest.com/lib/matrademy/detail.action?docID=6680536
|z Click to View
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