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Dynamic capabilities and entrepreneurial management in large organizations: Toward a theory of the (entrepreneurial) firm

Published on Jul 1, 2016in European Economic Review1.711
· DOI :10.1016/j.euroecorev.2015.11.006
David J. Teece74
Estimated H-index: 74
(University of California, Berkeley)
Sources
Abstract
Mainstream economic theory has generally excluded consideration of the role of managers, which has, in turn, impaired its ability to explain resource allocation by, and heterogeneity among, firms. In the real world, managers are called on to fill entrepreneurial and leadership roles: sensing opportunities, developing and implementing viable business models, building capabilities, and guiding the organization through transformations. These entrepreneurial management tasks are part of the organization׳s capabilities, which also encompass embedded organizational processes that can be slow to change. An understanding of entrepreneurial management and organizational capabilities will contribute to more realistic economic models and a better understanding by policy makers of industrial dynamics and the requirements of innovation.
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References109
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#1Constance E. Helfat (Dartmouth College)H-Index: 33
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The dynamic capabilities framework has had a significant impact on strategic management theory and practice, but the sizable literature on the topic has not always been unified. This paper begins with a restatement of the framework encompassing clarifications and extensions that have occurred since it was introduced. The paper highlights key elements that have been omitted or poorly integrated into the dynamic capabilities literature: the role of individual action by entrepreneurial managers, th...
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Abstract The strategic use of Social Media can leverage innovation, relationships with customers, and the entrepreneurial orientation of the firm, as it provides useful knowledge to find new opportunities for innovation. Despite the relevance of this phenomenon to current hyper-competitive environments, empirical research on the topic remains scarce. To advance knowledge of this issue, the main purpose of the paper is to examine how Social Media use impacts the different dimensions of Corporate ...
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This paper aims to understand the process of initiating ingredient/component (IC) branding from the supplier's perspective. It proposes modeling entrepreneurial orientation (EO) as an antecedent factor and differentiation abilities (functional and reputational) as mediators. Investigating IC branding from the supplier's perspective is critical given the cost and risk associated with implementing such a strategy.,A total of 5,254 manufacturing companies were screened to identify IC supplier firms...
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