Welcome to Strategy, innovation and entrepreneurship!

This site to dedicated to all those who have spend all their lives  trying to understand Entrepreneurship. I would like to humbly add my perspective to these very important areas of research and knowledge. Please treat this website as yours and feel free to contribute as much as you can and I will try to make sure that your viewpoints are captured on this website or on a Wordpress blogs.  Where ever I can I will provide free tips or tools for you to get started on your own. Please verify for yourself that these are still indeed free as over time the owners may have copyright certain aspect and especially if you are using if for commercial purposes.

My passion for this subject arose partly because of my career as a Strategic Studies lecturer and partly because of the desire to unravel the nexus between these concepts in my doctoral thesis. My greatest inspiration come from Strategist and thinkers like Clausewitz, Helmut Von Moltke,  Douhet,  Sun Tzu, John Boyd, Kant, Foucault, Habermas and  Schumpeter, Drucker and Mintzberg.


Entrepreneurship

Past research have suggested that there is no characteristic, predisposition, or set of traits at the individual entrepreneur level of analysis that consistently"predicts" entrepreneurial activity. Miller argued that an entrepreneurial firm“engages in product-market innovation, undertakes somewhat risky ventures and is first to come up with ‘proactive’ innovations, beating competitors to the punch”; suggesting the dimensions of  innovativeness,risk-taking, and proactiveness, respectively(Miller 1983b). Lumpkin and Dess(1998) proposed two additional dimensions critical to the entrepreneurial orientation concept: competitive aggressiveness and autonomy. Collectively, these five dimensions—innovativeness, proactiveness, risk-taking, competitive aggressiveness, and autonomy—permeate the decision-making styles and practices of a firm’s members. Entrepreneurial orientation provides a strategic framework for researching the practices, processes and organizational mindset of firms engaged in managing firms and/or pursuing new ventures ((Lyon et al. 2000).

Past research have suggested that there is no characteristic, predisposition, or set of traits at the individual entrepreneur level of analysis that consistently"predicts" entrepreneurial activity. Miller argued that an entrepreneurial firm“engages in product-market innovation, undertakes somewhat risky ventures and is first to come up with ‘proactive’ innovations, beating competitors to the punch”; suggesting the dimensions of  innovativeness,risk-taking, and proactiveness, respectively(Miller 1983b). Lumpkin and Dess(1998) proposed two additional dimensions critical to the entrepreneurial orientation concept: competitive aggressiveness and autonomy. Collectively, these five dimensions—innovativeness, proactiveness, risk-taking, competitive aggressiveness, and autonomy—permeate the decision-making styles and practices of a firm’s members. Entrepreneurial orientation provides a strategic framework for researching the practices, processes and organizational mindset of firms engaged in managing firms and/or pursuing new ventures ((Lyon et al. 2000).

Autonomy refers to a willingness to act independently and be self directed in the pursuit of goals (Lumpkin & Dess 1996). It is envisaged that employees with high autonomy tend to have the drive to carry projects through to completion without relying on the support or approval of management.

Proactiveness refers to a forward-looking, opportunity-seeking perspective (Miller 1983a); (Venkataraman 1989). It suggests both vision and leadership in launching business ventures or developing new strategic initiatives since it implies an ability to anticipate changes in demand or other trends that indicate emerging opportunities. Risk Taking refers to making decisions and taking action under conditions of uncertainty ((Brockhaus 1980.).

Competitive Aggressiveness refers to the intensity of a firm’s efforts to compete with industry rivals (Lumpkin and Dess, 2001). It often involves a combative response or an offensive aimed at enhancing performance and/or improving market share (Venkatraman, 1989) with an overall objective of defending previous gains and maintaining a strong presence in the marketplace.

 

 

 





  

 

 

 

 

 

 

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