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"Ireland, R. Duane"
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Entrepreneurship : successfully launching new ventures
'Entrepreneurship' takes students on the entire journey of launching a new business venture, placing a unique emphasis on the front end of the entrepreneurial process.
Book
Managing Firm Resources in Dynamic Environments to Create Value: Looking inside the Black Box
We address current criticisms of the RBV (oversight of dynamism, environmental contingencies, and managers' role) by linking value creation in dynamic environmental contexts to the management of firm resources. Components of the resource management model include structuring the resource portfolio; bundling resources to build capabilities; and leveraging capabilities to provide value to customers, gain a competitive advantage, and create wealth for owners. Propositions linking resource management and value creation are offered to shape future research.
Journal Article
Corporate entrepreneurship strategy: extending our knowledge boundaries through configuration theory
Corporate entrepreneurship strategy (CES) represents a firm’s coordinated efforts towards entrepreneurship and is an over-arching strategic approach that may be suitable for diverse types of organizations and industries. Yet, it remains on the knowledge frontier because the actual implementation of this strategy remains a challenge for many organizations. CES is built upon three internal elements: an entrepreneurial strategic vision, a pro-entrepreneurship organizational architecture, and entrepreneurial processes and behaviors. We integrate CES with the precepts of configuration theory to extend our knowledge boundaries in order to suggest a proper alignment of these elements for successful CES implementation. By examining the relationship between external CES fit (conceptualized and operationalized as ‘matched’ linkages between the external environment and the internal elements of CES) and internal CES fit (conceptualized and operationalized as aligning the internal elements of CES in a manner consistent with a specified ‘ideal’ profile), as well as the relationship between internal CES fit and firm performance, our results suggest that the fit of these elements is associated with greater financial performance.
Journal Article
Toward a Research Agenda on the Informal Economy
Informal firms operate in a shadowy zone where they produce legal goods and services but do not follow legal requirements to register with government authorities. The collective economic activity involving informal firms, their suppliers, and their customers constitutes the informal economy. Although the informal economy accounts for a significant percentage of total commerce in many countries, there has been little management research about it. We outline some key issues and questions involving the informal economy that management researchers could help to answer, forming a potential research agenda in the process.
Journal Article
What Makes Management Research Interesting, and Why Does It Matter?
While board members viewed the Academy of Management Journal (AMJ) as unparalleled from a standpoint of publishing technically competent research that simultaneously contributes to theory, empirical knowledge, and practice, they also believed that it was both possible and desirable to raise the proportion of articles published in AMJ that are regarded as important, competently executed, and really interesting. Here, Bartunek et al discuss the elements of high-quality research and the benefits to making research more interesting.
Journal Article
Friends, Acquaintances, or Strangers? Partner Selection in R&D Alliances
Like governance structure and alliance scope, partner selection may serve to safeguard firms' intellectual assets in R&D alliances. We categorize potential alliance partners into friends, acquaintances, and strangers, depending on their previous alliance experience. Data on 1,159 R&D alliances indicate that the more radical an alliance's innovation goals, the more likely it is that partners are friends rather than strangers. However, strangers are preferred to acquaintances, suggesting partner selection preferences are not transitive. Moreover, results suggest that firms use partner selection, governance structure, and alliance scope as substitute mechanisms to protect valuable technological assets from appropriation in R&D alliances.
Journal Article
You Say Illegal, I Say Legitimate: Entrepreneurship in the Informal Economy
The entrepreneurial process drives economic activities in the formal economy; however, little is known theoretically about how the entrepreneurial process works in the informal economy. To address this theoretical gap, we employ a multilevel perspective integrating entrepreneurship theory (microlevel) with institutional (macrolevel) and collective identity (mesolevel) theories to examine the role institutions and collective identity play in the recognition and exploitation of opportunities in the informal economy. Additionally, we explore factors that influence the transition to the formal economy.
Journal Article
Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society
The foci of strategic entrepreneurship (SE) are broad and rich, building on research from multiple disciplines such as economics, psychology, and sociology, along with other subdisciplines in management including organizational behavior and organization theory. Herein, we examine the contributions of strategic management and entrepreneurship to SE. Building on a previous model of SE, we develop an input-process-output model to extend our understanding of the SE construct. We examine the resource inputs into SE, such as individual knowledge and skills. In addition, we explore the resource orchestration processes that are important for SE and the outcomes, including creating value for customers, building wealth for stockholders, and creating benefits for other stakeholders, especially for society at large. Individual entrepreneurs also benefit through financial wealth, but other outcomes such as personal satisfaction and fulfillment of personal needs (e.g., self-actualization) may be of equal or even greater importance. Therefore, we incorporate in the model of SE multilevel outcomes that motivate entrepreneurs.
Journal Article
2014 Presidential Address: OUR ACADEMY, OUR FUTURE
As a living association of scholars from across the globe, the Academy of Management changes over time. My experience supports this, given that the Academy is quite different today than it was in 1976 when I attended my first annual meeting. Herein I argue that the challenges the Academy is now facing—challenges that will bring about additional change—arise primarily from increasing expectations of us as scholars as we complete our work, the increased scrutiny from stakeholders that affects our work, and a set of external realities (e.g., declining revenue streams from sources that historically have supported academic institutions and reputational contests through which universities seek to be seen positively relative to their peers) and conditions within academic institutions (e.g., changing compositions of management faculties). I offer a value proposition that might serve as a foundation for determining actions the Academy can take to deal with the constant challenge of a changing world. While the proposed proposition (Supporting Scholars, Producing Scholarship) requires thorough analysis, it may be able to serve as a starting point for productive discussions among Academy members. These discussions are appropriate in that, as members, we are the Academy of Management, and we have the opportunity and responsibility to shape its future.
Journal Article
A health audit for corporate entrepreneurship: innovation at all levels: part II
Purpose - The purpose of this article is to introduce and discuss the \"Entrepreneurial Health Audit\". This organizational tool is used to assess a firm's entrepreneurial intensity, diagnose organizational characteristics low in entrepreneurial intensity, and to create an understanding of the processes needed to foster a corporate entrepreneurship strategy as a means of improving organizational performance. This article is part two or a two-part series.Design methodology approach - Based on the existing literature, case studies, and the authors' own research and experiences with a diverse mix of companies, the paper develops a three-stage \"Entrepreneurial Health Audit.\" Top-level managers can use this tool to determine their firm's ability to act entrepreneurially at a point in time.Findings - The paper describes how managers assess and improve their firm's entrepreneurial health. In the first stage, the \"Entrepreneurial Intensity\" instrument is used to measure the degree and frequency of entrepreneurship occurring within the firm. In the second stage, the \"Corporate Entrepreneurship Climate Instrument\" is used to identify why the firm has developed its current level of entrepreneurial intensity. Finally, the third stage of the \"Entrepreneurial Health Audit\" fosters commitment to a work environment supporting entrepreneurial behavior, thereby enhancing the degree and frequency of corporate entrepreneurship within the firm.Research limitations implications - The paper raises a number of questions regarding how organizations stimulate entrepreneurial behavior and undertake organizational changes to facilitate these actions. It provides a tool top-level managers can use across time continuously to increase their firm's ability to be entrepreneurial.Practical implications - The paper demonstrates to managers how to approach the concept of entrepreneurship within an established organization, including how to diagnose characteristics constraining the firm's entrepreneurial potential and how to build commitment encouraging entrepreneurial behaviors.Originality value - The paper fills an existing void between researchers and practitioners in terms of how firms can take steps to transform their current entrepreneurial potential into the \"ideal\" characteristics studied in entrepreneurship research. It offers a unique organizational tool to use to assess an individual firm's potential to be entrepreneurial.
Journal Article