Manage Entrepreneurial Ecosystems

  • Benoit Gailly


A perfect innovation strategy is worthless if the firm does not have the organizational and entrepreneurial abilities to execute it. Innovations can succeed only when people and teams across organizations, networks and whole ecosystems embrace change and make new things happen. This means being able and willing to experiment, learn and often fail. As managers this also means being able to let others experiment, learn and sometimes fail.

The second innovation management challenge is therefore to foster the right entrepreneurial behaviors at all levels: people, teams, organizations, networks and regional ecosystems.


  1. Akerlof, G. A. (1970). The market for “lemons”: Quality uncertainty and the market mechanism. The Quarterly Journal of Economics, 84, 488–500.CrossRefGoogle Scholar
  2. Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154–1184.Google Scholar
  3. Baker, T., & Reed, E. N. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50, 329–366.CrossRefGoogle Scholar
  4. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.CrossRefGoogle Scholar
  5. Birkinshaw, J. (1997). Entrepreneurship in multinational corporations: The characteristics of subsidiary initiatives. Strategic Management Journal, 18, 207–229.CrossRefGoogle Scholar
  6. Burgelman, R. A. (1983). Corporate entrepreneurship and strategic management: Insights from a process study. Management Science, 29(12), 1349–1364.CrossRefGoogle Scholar
  7. Chesbrough, H. (2003). The governance and performance of Xerox’s technology spin-off companies. Research Policy, 32(3), 403–421.CrossRefGoogle Scholar
  8. Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360–1380.CrossRefGoogle Scholar
  9. Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411–432.CrossRefGoogle Scholar
  10. Kor, Y. Y., & Mahoney, J. T. (2004). Edith Penrose’s (1959) contributions to the resource-based view of strategic management. Journal of Management Studies, 41, 183–191.CrossRefGoogle Scholar
  11. Nohria, N., & Gulati, R. (1996). Is slack good or bad for innovation? Academy of Management Journal, 39(5), 1245–1264.CrossRefGoogle Scholar
  12. Porter, M. E. (2000). Location, competition and economic development: Local clusters in a global economy. Economic Development Quarterly, 14(1), 15–34.CrossRefGoogle Scholar
  13. Shane, S. (2009). Why encouraging more people to become entrepreneurs is bad public policy. Small Business Economics, 33(2), 141–149.CrossRefGoogle Scholar
  14. Tushman, M. L., & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary changes. California Management Review, 38(4), 8–31.CrossRefGoogle Scholar
  15. West, M. A. (2002). Sparkling fountains or stagnant pounds. Applied Psychology: An International Review, 5(3), 355–524.CrossRefGoogle Scholar
  16. Williamson, O. E. (1981). The economics of organization: The transaction cost approach. American Journal of Sociology, 87(3), 548–577.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Benoit Gailly
    • 1
  1. 1.Louvain School of ManagementUniversité catholique de LouvainLouvain-La-NeuveBelgium

Personalised recommendations