The entrepreneur structure and the market changes

How did the entrepreneur structure his/her organization to exploit the market changes, promote creativity, and remain agile?

The purpose of this paper is to analyze how entrepreneurs have structured their organizations in order to exploit new opportunities that arise from technological change. In particular, we will focus on two aspects of organizational design: the way they organize themselves; and the way they manage innovation processes within these structures. We argue that a successful strategy for dealing with such challenges requires an understanding of both the nature of entrepreneurial firms as well as the dynamics of technology-driven markets. This knowledge can be used by managers who are trying to understand what makes some companies more innovative than others. It also provides insights into why certain strategies work better than others when it comes to managing innovation processes. Finally, our analysis suggests that there may be commonalities between different types of innovations which could help us develop a framework for classifying them.

Theoretical Framework: Our theoretical approach draws upon theories of entrepreneurship and management science. Entrepreneurship research has shown that many factors influence whether or not a firm succeeds. These include characteristics of the founder, the industry environment, and the type of business model adopted. However, most studies tend to concentrate on one aspect at a time. For example, researchers often examine the impact of various forms of capital investment on the likelihood of success. They then compare those results across industries and over time. While useful, such approaches do little justice to the complexity of the issues involved. Instead, we believe that a comprehensive view of entrepreneurship must take account of all three dimensions simultaneously.

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