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Journal of Small Business Strategy最新文献

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Entrepreneurial Passion: A Systematic Review and Research Opportunities 创业激情:系统回顾与研究机会
Q3 Business, Management and Accounting Pub Date : 2021-08-11 DOI: 10.53703/001c.29740
Younggeun Lee, P. Herrmann
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引用次数: 20
Entrepreneurial Mindset: Examining the Contribution of Deliberative and Implemental Mindsets to SME Internationalization 创业心态:考察深思熟虑和实施心态对中小企业国际化的贡献
Q3 Business, Management and Accounting Pub Date : 2021-08-11 DOI: 10.53703/001c.29735
G. M. Ahimbisibwe, J. Ntayi, Muhammed Ngoma, Geoffery Bakunda, J. Munene, Timothy Esemu
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引用次数: 3
Good to Great: Why Some Companies Make the Leap... And Others Don't 从优秀到卓越:为什么有些公司会实现飞跃……而其他人则不然
Q3 Business, Management and Accounting Pub Date : 2003-06-24 DOI: 10.5860/choice.39-4064
Anthony Bambocci
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引用次数: 67
Collaboration Between Technology Entrepreneurs and Large Corporations: Key Design and Management Issue 技术企业家和大公司之间的合作:关键的设计和管理问题
Q3 Business, Management and Accounting Pub Date : 2000-06-18 DOI: 10.20381/RUOR-2401
Micheal J. Kelly, Jean-Louis Schaan, H. Joncas
The 1990's witnessed an explosive growth in strategic alliance activity. Today, strategic alliances are a central element in the growth strategies of technology entrepreneurs and emerging technology companies. In many instances, these alliances involve a large corporate partner. This phenomenon has been accelerated by the explosion in corporate venturing activity in recent years. On a conceptual level, alliances between small entrepreneurial firms and large corporations can provide significant benefits to both parties. A small technology company can leverage the research, manufacturing, marketing and financial resources of the large partner while the latter can tap into the innovative capacity of the smaller partner. On a practical level, however these alliances pose some significant design and management challenges. This article examines these challenges and outlines actions that the technology entrepreneur can take to respond to them.
20世纪90年代见证了战略联盟活动的爆炸式增长。今天,战略联盟是技术企业家和新兴技术公司发展战略的核心要素。在许多情况下,这些联盟涉及一个大公司合作伙伴。近年来,企业风险投资活动的爆炸式增长加速了这一现象。在概念层面上,小型创业公司和大公司之间的联盟可以为双方提供显著的利益。小型科技公司可以利用大型合作伙伴的研究、制造、营销和财务资源,而后者可以利用小型合作伙伴的创新能力。然而,在实际层面上,这些联盟带来了一些重大的设计和管理挑战。本文研究了这些挑战,并概述了技术企业家可以采取的应对措施。
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引用次数: 21
Field Casework: Methods for Consulting to Small and Startup Businesses 实地案例工作:小企业和初创企业的咨询方法
Q3 Business, Management and Accounting Pub Date : 2000-06-17 DOI: 10.4135/9781452231587
Reginald A. Litz
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引用次数: 0
Transforming Consultants’ Recommendations into Business Improvements: A Model and Action Agenda 将顾问的建议转化为业务改进:一个模式和行动议程
Q3 Business, Management and Accounting Pub Date : 1998-01-16 DOI: 10.2139/SSRN.1843723
M. Ames
The use of consultants is a way for small businesses to gain quick access to management expertise. Unfortunately, too often, both the owner and the consultant feel frustration at the conclusion of the consulting engagement. The owner feels the consultant's recommendations are too general. The consultant is disappointed with the owner's follow-up on key recommendations. No one is willing to take responsibility for implementation. This article explores how to deal with the follow-up challenge. It includes an eight-part model for organized improvement and an action agenda for improved follow-up.
使用顾问是小企业快速获得管理专业知识的一种方式。不幸的是,很多时候,业主和顾问在咨询合同结束时都感到沮丧。业主觉得顾问的建议太笼统了。顾问对业主对关键建议的跟进感到失望。没有人愿意承担执行的责任。本文探讨了如何应对后续挑战。它包括一个由八部分组成的有组织改进模式和一个改进后续行动的行动议程。
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引用次数: 2
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Journal of Small Business Strategy
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