Strategic entrepreneurship, collaborative innovation, and wealth creation

By Dave J. Ketchen, R. Duane Ireland, C. C. Snow. 2007

434 citations recorded by the source corpus.

Subfields: Accounting, Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0254e126215051e80af851687ef2c49652318998

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Citations in the corpus

Crossing the great divide of strategic entrepreneurship: Transitioning between exploration and exploitation (2009, background): “Importantly, organizational decision makers must understand that effective strategic entrepreneurship requires finding a balance between exploration and exploitation (Ketchen et al., 2007).”
Opportunity recognition and SME performance: the mediating effect of business model innovation (2017, background): “Some scholars argue that the limited resource stocks of SMEs constrain their abilities to appropriate value from recognized opportunities and inhibit profiting from opportunity recognition (Ketchen et al., 2007).”
Carrots and Rainbows: Motivation and Social Practice in Open Source Software Development (2012, background): “…Whittington 2006) and whose motivations range widely from seeking autonomy, freedom from conventions, creativity, to the wish to change their world (Ketchen et al. 2007; Rindova et al. 2009).10 In the social practice view, motivation can be directed at the good—which includes software code…”
Social Capital and Learning Advantages: A Problem of Absorptive Capacity (2014, background): “…also contribute to the theoretical and empirical development of social capital in the context of strategic entrepreneurship and address calls to better understand how firms’ relational ties benefit from strategic entrepreneurship endeavors (Carmeli and Azeroual, 2009; Ketchen et al., 2007).”
The Effects of Business Accelerators on Venture Performance: Evidence from Start-Up Chile (2017, background): “…of entrepreneurship know-how from peers and staff (cf. Lerner and Malmendier 2013), access to valuable social networks (Granovetter 1973; Ketchen, Ireland, and Snow 2007; Cai and Szeidl 2016), the structured accountability imposed by regular meetings (cf. Locke and Latham 2002; Cialdini…”
Strategic entrepreneurship: origins, core elements and research directions (2010, background): “Managers cannot know in advance what innovations will be shaped to respond to opportunities and which innovation will be selected as the best response ( Ketchen et al. , 2007”
Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society (2011, positive): “…“concentrating on either strategy or entrepreneurship to the exclusion of the other enhances the probability of firm ineffectiveness or even failure” (Ketchen et al., 2007, p. 372), SE involves both entrepreneurship’s opportunity-seeking behaviors and strategic management’s advantage-seeking…”