Advertisement

Einleitung

  • Andreas EngelenEmail author
  • Clara von Gagern
Chapter
  • 1.7k Downloads

Zusammenfassung

Der Gegenstand des vorliegenden Buchs sind Opportunities zur Generierung substanziellen Unternehmenswachstums sowie die Tools, um diese Opportunities zu erkennen. Kap. 1 legt dazu einige Grundlagen, insbesondere in Bezug auf die Frage, ob Unternehmen überhaupt dauerhaft wachsen und existieren können und welche Rolle neue Opportunities für das Wachstum spielen.

Literatur

  1. Anthony SD (2010) Microsoft and the innovator’s paradox. https://hbr.org/2010/06/microsoft-and-the-innovators-p. Zugegriffen: 22. Sept. 2016
  2. Anthony SD (2012) The new corporate garage. Harv Bus Rev 90(9):44–53Google Scholar
  3. Baron RA, Ensley MD (2006) Opportunity recognition as the detection of meaningful patterns: evidence from comparisons of novice and experienced entrepreneurs. Manag Sci 52(9):1331–1344CrossRefGoogle Scholar
  4. Bhagavatula S, Elfring T, Tilburg A van, Bunt GG van de (2010) How social and human capital influence opportunity recognition and resource mobilization in Indiaʼs handloom industry. J Bus Ventur 25(3):245–260. doi: 10.1016/j.jbusvent.2008.10.006 CrossRefGoogle Scholar
  5. Bhide A (1994) How entrepreneurs craft. Harv Bus Rev 72(2):150–161Google Scholar
  6. Brown B, Anthony S (2011) How P&G tripled its innovation success rate. Harv Bus Rev 89(6):64–72Google Scholar
  7. Eckhardt JT, Shane SA (2003) Opportunities and entrepreneurship. J Manag 29(3):333–349Google Scholar
  8. Hanks S, Watson C, Jansen E, Chandler G (1993) Tightening the life-cycle construct: a taxonomic study of growth stage configurations in high-technology organizations. Entrepreneursh Theory Pract 18(2):5–29Google Scholar
  9. Hill C (2010) International business: competing in the global marketplace, 8. Aufl. McGraw-Hill, New YorkGoogle Scholar
  10. Hills G, Lumpkin G, Singh RP (1997) Opportunity recognition: perceptions and behaviors of entrepreneurs. Front Entrepreneursh Res 17:203–218Google Scholar
  11. Huyett WI, Viguerie SP (2005) Extreme competition. McKinsey Q 2005(1):46–57Google Scholar
  12. Johnson MW, Christensen CM, Kagermann H (2008) Reinventing your business model (cover story). Harv Bus Rev 86(12):50–59Google Scholar
  13. Kao J (2009) Tapping the world’s innovation hot spots. Harv Bus Rev 87(3):109–114Google Scholar
  14. Kumar N, Scheer L, Kotler P (2000) From market driven to market driving. Eur Manag J 18(2):129–141CrossRefGoogle Scholar
  15. Kuratko D, Morris MH, Covin J (2011) Corporate entrepreneurship & innovation, 3. Aufl. Cengage Learning Emea, BostonGoogle Scholar
  16. Magretta J (2002) Why business models matter. Harv Bus Rev 80(5):86–92Google Scholar
  17. McGrath R (2012) The end of competitive advantage: how to keep your strategy moving as fast as your business. Harvard Business Press, BostonGoogle Scholar
  18. Nagji B, Tuff G (2012) Managing your innovation portfolio. Harv Bus Rev 90(5):66–74Google Scholar
  19. OʼReilly CA, Harreld JB, Tushman ML (2009) Organizational ambidexterity: IBM and emerging business opportunities. Calif Manag Rev 51(4):75–99CrossRefGoogle Scholar
  20. Olson MS, Bever D van, Verry S (2008) When growth stalls. Harv Bus Rev 86(3):50–61Google Scholar
  21. Pearce J, Robinson R (2010) Strategic management: formulation, implementation, and control. McGraw-Hill, New YorkGoogle Scholar
  22. Rigby DK, Gruver K, Allen J (2009) Innovation in turbulent times. Harv Bus Rev 87(6):79–86Google Scholar
  23. Rust R, Moorman C, Bhalla G (2010) Spotlight on reinvention – rethinking marketing. Harv Bus Rev 2010(1–2):2–8Google Scholar
  24. Shane S, Venkataraman S (2000) The promise of entrepreneurship as a field of research. Acad Manag Rev 25(1):217–226Google Scholar
  25. Song M, Podoynitsyna K, Bij H van der, Halman JIM (2008) Success factors in new ventures: a meta-analysis. J Prod Innov Manag 25(1):7–27CrossRefGoogle Scholar
  26. Stubbart CI, Knight MB (2006) The case of the disappearing firms: empirical evidence and implications. J Organ Behav 27(1):79–100CrossRefGoogle Scholar
  27. Tellis GJ, Prabhu JC, Chandy RK (2009) Radical innovation across nations: the preeminence of corporate culture. J Mark 73(1):3–23CrossRefGoogle Scholar
  28. Timmons J (1999) New venture creation: entrepreneurship for the 21st century, 5. Aufl. McGraw-Hill, BostonGoogle Scholar
  29. Wagner K, Taylor A, Zablit H, Foo E (2014) The most innovative companies 2014 – breaking through is hard to do. BCG ReportGoogle Scholar
  30. WIPO statistics database (2015) Total patent applications (direct and PCT national phase entries). http://ipstats.wipo.int/ipstatv2/index.htm. Zugegriffen: 28. Apr. 2016
  31. Zahn C, Kretzinger B, Coners E (2013) Die Commodore-Story, 3. Aufl. CSW-Verlag, WinnendenGoogle Scholar

Copyright information

© Springer Fachmedien Wiesbaden GmbH 2017

Authors and Affiliations

  1. 1.Lehrstuhl für UnternehmensführungTU DortmundDortmundDeutschland

Personalised recommendations