White Papers

How Domino’s Pizza Reinvented Itself

You don’t have to be a programmer in Silicon Valley or a gene splicer in biotech to unleash exciting innovations and create huge value. Instead, you can rethink what it means to be in the retail-banking business, or the industrial-distribution business, or the office-cleaning business.


Click to View Attached File


Discover Secrets of Lean Globalization for Growing Business Globally

 This white paper shall emphasize upon the challenges of taking business global highlighting some of the experiences of top corporations in launching offerings globally. The paper will then highlight a highly methodical technique for dealing with challenges of globalization in the shape of ‘Lean Globalization’, and analyze how this technique can be applied to overcome challenges of business globalization.


Click to View Attached File


Milan White Paper on Social Innovation Accelerating Milan’s local ecosystem for social innovation

In the recent past over the last five years, Milan has successfully experimented social innovation solutions and experienced a rise in quality of life in the region owing to social initiatives taken. In this white paper, Fondazione Giacomo, and Cristina Tajani highlight the trajectory that Milan has experienced in its social innovation ecosystem. They thus are exemplary for other nations in developing such eco-systems. As a result ‘Community welfare, sharing economy, social innovation, outward-looking international approach, smart city, start-ups, fab labs, co-working spaces, smart working, and new forms of mutual support have found a fertile breeding ground in Milan’ 
 
Source: Tajani, Cristina, Fondazione Giacomo, and Fabrizio Montanari. "Milan White Paper on Social Innovation Accelerating Milan’s Local Ecosystem for Social Innovation." N.p., n.d. Web.
 

Click to View Attached File


MAKING INDUSTRY-UNIVERSITY PARTNERSHIPS WORK - Lessons from successful collaborations

‘Universities and industry have been collaborating for over a century, but the rise of a global knowledge economy has intensified the need for strategic partnerships that go beyond the traditional funding of discrete research projects.’ In this report, respected participants including Gail Edmondson, Lori Valigra, Michael Kenward, Richard L Hudson, Haydn Belfield, and Peter Koekoek aim to ‘address the challenge of bridging the industry-university divide by highlighting what makes universities attractive as industry partners, what structures make for excellent partnerships and what approach produces seamless interactions building on a growing pool of academic research about the state of industry-university collaboration and offering concrete lessons and recommendations from experienced managers on both sides of the divide.’ 
 
Source: Edmondson, Gail, Lori Valigra, Michael Kenward, Richard L Hudson, Haydn Belfield, and Peter Koekoek. "MAKING INDUSTRY-UNIVERSITY PARTNERSHIPS WORK - Lessons from Successful Collaborations." N.p., n.d. Web.

Click to View Attached File


Going Global – Part II – Lean Globalization

 In this paper, Gengo company shall uncover compelling “Going Global” stories, identifying technology companies, with international expansion in the last five years, who are or were still growing at the time. Hence based on evidence, they have thus identified themes and advice that are useful for any business taking the step, and have recommend a very similar approach to going global..

 
Source: Gengo. " Going Global – Part II – Lean Globalization" N.p., n.d. Web.
 

Click to View Attached File


Going Global – Part 1 – What you need to know ‘

‘Following the recovery from the 2007 recession, firms are making more of an effort to “go global” than ever before. U.S. companies are awakening to the reality that they can no longer rely solely on domestic markets. In this report Gengo company aims to enlighten companies thinking about going global for the first time, as well as those with limited overseas operations and with their eyes on becoming completely global.’ In addition it shall help companies decide which markets to enter and when. It’s a great overview for companies considering entering foreign markets for the first time, and want some hard numbers presented in a simple format.
 
Source: Gengo. "Going Global – Part 1 – What You Need to Know." N.p., n.d. Web.
 

Click to View Attached File


The Impact of a Radical Innovation on Business Models: Incremental Adjustments or Big Bang?

In this white paper, Mr. Marc Bourreaua, Mr. Michel Gensollena, and Mr. Francois Moreau study the impact of radical technological innovation on business models. In particular they analyze the impact of digitization (a radical innovation) on business models in the recorded music industry. They also use the data from a survey on a sample of French record companies and map these records on digital business models. Their insights on how the firms react to radical innovation in a music industry offers great insights for how radical innovation ought to be dealt with.   
 
Source: Bourreau, Marc, Michel Gensollen, and François Moreau. "The Impact of a Radical Innovation on Business Models: Incremental Adjustments or Big Bang?" N.p., n.d. Web.
 

Click to View Attached File


Sustainability Issues for Start-up Entrepreneurs

Environmental business management research has not yetconcentrated on start-ups, although this early stage of a business enterprise’s life might be a sensible starting point for environmental management.
This paper is a report of an empirical study into start-up processes, designed to discover whether there are opportunities for implementing more sustainable business practices from the very beginning of new business ventures. Start-up entrepreneurs as well as start-up business advisers were interviewed in order
to identify the points where environmental management could be incorporated into the startup
process.
 
Source: Schick, Hildegard, Sandra Marxen, and Jurgen Freimann. "Sustainability Issues for Start-up Entrepreneurs." N.p., n.d. Web.
 

Click to View Attached File


ANALYZING THE SUCCESS OF SOCIAL ENTERPRISES – CRITICAL SUCCESS FACTORS PERSPECTIVE

 
The increasing awareness in recent decades of the potential contribution of social entreprises to the
economy and society is hardly surprising in view of the growing number of third-sector organizations.
It is believed that despite growing interest in social entrepreneurship and social economy, the literature in this topic is still fragmented, especially little research was done on critical success factors (CSFs) of social sector organisations. 
In this article, Dr. Martyna Wronka identifies some of the critical success factors of the social enterprises operating in social setting in Poland that can offer tremendous insights for the growth of social enterprises in general across other parts of the globe.
 
Source: Wronka, Martyna. "ANALYZING THE SUCCESS OF SOCIAL ENTERPRISES – CRITICAL SUCCESS FACTORS PERSPECTIVE." N.p., n.d. Web
 

Click to View Attached File


Managing Risk in New Entrepreneurial Ventures

“In the business sector, risks have real monetary and operational impact. Every enterprise, by joining the market, implicitly agrees to carry risk as a matter of business. Risks vary by sector, by type of organizational structure, and by (perceived) severity.” 
In this paper, Mr. Nicholas Vonortas and Mr.YoungJun Kim investigate aspects of risk management in young entrepreneurial companies. In particular the chapter empirically relates various types of risk to risk-mitigation strategies of newly established knowledge-intensive enterprises (KIEs). They use a new important set of information on 4004 young businesses in ten European countries (AEGIS survey) to understand the important factors in their efforts to mitigate risk.
 
Source: Vonortas, Nicholas S., and YoungJun Kim. "Managing Risk in New Entrepreneurial Ventures*." N.p., n.d. Web.
 

Click to View Attached File


Innovation

“Innovation and adaptation occur at remarkable speed in human society. The ability to innovate is widely distributed in society and in business organizations. Yet in organizations, innovation can be extremely hard to develop into a replicable and stable system. Structures and systems designed to make the organization efficient and designed to serve customers can impede innovation.” In this paper, Paul Davis will examine barriers to innovation and offer suggestions for removing the barriers. In addition, it will offer simple and proven definitions for innovation that can be applied across organizations to resolve the ambiguity that often hampers replication of innovation across companies.

 
Source: Davis, Paul. “Innovation”
 

Click to View Attached File


Mitigating financial risks for small business entrepreneurs

Much of the recent commentary on financial distress has focused upon financial institutions, and too big to fail institutions. In this essay, Michelle M Harner re-examines lessons gleaned from recession in the context of smaller, entrepreneurial entities. It shall analyze how smaller enterprises can invoke principles of financial risk management to mitigate long-term impact of financial distress on their business models. It shall also consider refinements to small business regulations including US Bankruptcy laws. The main objective of this essay is to help policy makers, entrepreneurs and investors rethink financial distress and recognize opportunities for successful failures.

 
Source: Harner, Michelle. "Mitigating Financial Risks for Small Business Entrepreneurs." N.p., n.d. Web.
 

Click to View Attached File


WHAT’S DISTINCTIVE ABOUT GROWTH-ORIENTED ENTREPRENEURSHIP IN DEVELOPING COUNTRIES?

“Entrepreneurship in emerging markets is distinctive from that practiced in more developed countries.” In this whitepaper, Professor David Lingelbach, Professor Lynda de la Viña, and Mr. Paul Asel make evident that understanding these distinctions is pivotal to private sector development in developing countries. They highlight the impact of inefficiencies of developing economies markets as a root-cause of the distinction between “growth –oriented entrepreneurs” of the developing and the developed countries. Thus based on their findings they shall examine the policy approaches to entrepreneurship development. 
While noting the possible lack of correlation between business environment and levels of growth-oriented entrepreneurship, they particularly focus on three key distinctions: “opportunity, financial resources, and apprenticeship and human resources.” These distinctions they believe suggest a rich research and policy reform agenda.
 
Source: Lingelbach, David, Lynda De La Viña, and Paul Asel. "WHAT’S DISTINCTIVE ABOUT GROWTH-ORIENTED ENTREPRENEURSHIP IN DEVELOPING COUNTRIES?" N.p., n.d. Web.
 

Click to View Attached File


Intrapreneurship - A lower-risk strategy for corporate renewal

Often, an important answer for a company with an unclear future resides in implementing ‘intrapreneurship’ according to, Dan Hathway. He has defined ‘intrapreneurship’ as the ‘discipline of creating new enterprise from within the organization, by deliberately forming conditions and empowering a select team to revitalize the organization and re-engaging with the market’.
In this white paper, Dan Hathway leverages research and analysis of over 100 studies, books and articles, as well as his own experiences in a number of mid-sized companies working in different sectors. In particular he alludes to his thesis that intrapreneurship is highly beneficial to an organization facilitating ‘growth, strategic survival, and change’. In addition he brings to light how intrapreneurship can be successfully strategized within the context of a company.
 
Source: Hathway, Dan. "Intrapreneurship - A Lower-risk Strategy for Corporate Renewal." N.p., n.d. Web.
 

Click to View Attached File


White Paper - Creating a Culture of Innovation in Aerospace and Defense

 Over and over again, companies often tend to neglect the importance of evaluating the degree to which their own organizational culture can support or hinder strategic goals while making exorbitant capital expenditures on innovation. In this whitepaper, Hitachi Consulting Group shed light onto the culture at Aerospace and Defence companies as exemplifying cultures that inhibit innovation. They make it evident of how characteristics common in legacy Aerospace & Defence (A&D) culture can be in direct conflict with behaviors and values that drive an innovative organization. Factors such as command and control often clash with innovation imperatives like openness and experimentation. They thus highlight how important it is for companies to identify ‘the warning signs’ to mitigate the risk of lagging behind in the ‘innovation race’ due to ‘cultural roadblocks’.

 
Source: Hitachi Consulting. "White Paper - Creating a Culture of Innovation in Aerospace and Defense." N.p., n.d. Web.
 

Click to View Attached File


Lean Startup for B2B - Adding a Key Step for B2B Innovation

In this white paper, Dan Adams and Dave Loomis highlight approaches that can serve many B2B and B2C businesses to escalate their businesses using Lean Start-up approach. They observe that ‘at the heart of Lean Startup’ is the following principle: ‘learn from your prospective customers before committing to what shall be offered to them, which shall ensure a “keep-your-mind open” and “wallet-shut” approach that can boost new product success and shortens timelines.’ In addition they emphasize some of the key elements that are specific to Lean Start-ups. Their insights can be eye-opening for a number of start-ups that take a Lean approach to business growth. 
 
Source: Adams, Dan, and Dave Loomis. "Lean Startup for B2B - Adding a Key Step for B2B Innovation." N.p., n.d. Web.
 

Click to View Attached File


European Early Stage Impact Investing

 In this whitepaper, European Trade Association for Business Angels, Seed Funds, and other early stage market players (EBAN) have contributed to encourage more early stage investors to invest in triple bottom line, People, Planet, Profit entrepreneurs. It is believed that these investments will be vital for the sustainable development of European economies and to address major social and environment challenges encountered. This paper also serves as a model for other nations to adopt in order to combat social and environmental challenges for sustainable development. 

Source: European Trade Association for Business Angels, Seed Funds, and other early stage market players (EBAN), " European Early Stage Impact Investing” N.p., n.d. Web.


Click to View Attached File


Challenges faced by new entrepreneurs

 “An entrepreneur is one who plays significant role in the economic development of a country. Moreover, an entrepreneur is also a person who has the initiative, skill and motivation to set up a business or an enterprise of his own and always looks for high achievement, and is a catalyst of social change working for the common good”. In this white paper, R.S.Kanchana, J.V.Divya and A.Ansalna Beegom share some of the traits that are common in entrepreneurs along with insights about the challenges that entrepreneurs are often confronted with during their journey to sustain businesses.

Source: R.S.Kanchana, J.V.Divya, and A.Ansalna Beegom. "Challenges Faced by New Entrepreneurs." N.p., n.d. Web. 


Click to View Attached File


Appster - CHARACTERISTICS OF HIGH GROWTH STARTUPS

In this whitepaper, Appster, one of the fastest growing web and mobile app development company discover the unique nature of high growth startups and why they're explicitly built to be "High-Growth". They also consider an important metric every startup should know, along with most important elements of a successful start-up. Finally, they also consider the important notion of “CROSSING THE CHASM” and why it’s absolutely vital to start-up success. 

Appster is the fastest growing web & mobile app development company in Australia and serving clients internationally from Australia to North America and Europe.
 
Source: Appster. "Appster - CHARACTERISTICS OF HIGH GROWTH STARTUPS." N.p., n.d. Web.
 

Click to View Attached File


ASSESSING THE STATE OF INNOVATION – The Top Four “Must-Do” Areas of Innovation Practice

 After the recession and with brightening prospects, the time is ripe to look over this past wave of attention on innovation and assess what has been learnt. In 2010, a group of about 30 executives active in innovation from a variety of industries came together to share experiences and develop their collective expertise by assessing the state of innovation. In this paper Mr. David Matheson compiles the experiences of these executives, and identified four areas of innovation practice as “must-dos”. These findings serve as eye-opening experiential insights for corporations that aspire to create competitive advantage through innovative approaches in a future that is marked by risks and uncertainties.

Source: Matheson, David. "ASSESSING THE STATE OF INNOVATION – The Top Four “Must-Do” Areas of Innovation Practice." N.p., n.d. Web.

 


Click to View Attached File


Catch the Innovation Wave… with the New Science of B2B Customer Insight

 The study of what Mr. Dan Adams has identified as the ‘Innovation Wave’ has become highly important, as it is believed that this wave will ensure profitable, sustainable growth for some companies. Many companies will master a new science of ‘B2B customer insights’. 

In this white paper, Mr. Dan Adams will explore some of the key questions that can potentially impact the future outlook of the ‘winning’ companies:
1 What will change in the Innovation Wave?
2 Do B2B companies have an advantage?
3 What is this science of B2B customer insights?
The exploration into these three questions can have important implications for the direction companies can take to  sustain and grow in the era of Innovation Wave
 
Source: Adams, Dan. "Catch the Innovation Wave… with the New Science of B2B Customer Insight." N.p., n.d. Web.
 

Click to View Attached File


Innovation Metrics – The Innovation Process and How to measure it

According to Langdon Morris, Innovation has often been thought of as venturing into the unknown, and believes that if one tries to pin these unknowns down too fast they can make them harder to recognize and realize. Additionally, he believes it can undermine the spirit of learning, discovery, and intelligent risk-taking that the innovation process requires if wrong things are measured at the wrong time. Nonetheless as innovation has to be measured to adequately manage it, Langdon Morris explores some of the best options in this White Paper as a means of guidance. 
 
Source: Morris, Langdon. "Innovation Metrics – The Innovation Process and How to Measure It." N.p., n.d. Web. 
 

Click to View Attached File


Opening Acceleration across Europe - WHITE PAPER ON THE CONNECTION OF STARTUPS WITH INDUSTRY

OPENAXEL intends to open the entrepreneurial ecosystem in Europe by identifying the key stakeholders of the acceleration and the ICT industries and fostering coordinated involvement and smart cooperation among them. With this White Paper, OPENAXEL partners wish to contribute to the lively debate on how to shorten the gap between established corporations and innovative digital startups. Leveraging on the European-wide network of accelerators built during the project, the analysis has been focussed on the role of business accelerators in facilitating these collaboration initiatives.

Source: Kaczmarski, Michal, and Paolo Lombardi. "Opening Acceleration across Europe - WHITE PAPER ON THE CONNECTION OF STARTUPS WITH INDUSTRY." N.p., n.d. Web.


Click to View Attached File


The Green Entrepreneurship – White Paper

 In this white paper, Mr. Wisam Shamroukh leverages his experience in teaching entrepreneurship and innovation, focusing on green projects and ideas to introduce the definition of green business and green entrepreneur. He further highlights the factors distinguishing the green business and what makes green entrepreneurship different. Moreover, Ecopreneurship, Enviropreneurship, business sector and the domain in which entrepreneurs may apply or come up with feasible ideas are discussed with a focus on entrepreneurial ideas and projects that have three major impacts: environmental, economic, and societal. The basic elements of a business plan and a marketing plan are also outlined. 

Source: Shamroukh, Wisam. "The Green Entrepreneurship – White Paper." N.p., n.d. Web. 


Click to View Attached File


EMBRACING INNOVATION: ENTREPRENEURSHIP AND AMERICAN ECONOMIC GROWTH

 America’s booming entrepreneurial sector is responsible for much of today’s economic prosperity. Entrepreneurs take advantage of new wealth-creating opportunities that arise daily from constant change. This phenomenon – creating opportunity from change -- has been part of the American culture since the 19th century Industrial Revolution. Today, an entrepreneurial renaissance is transforming American business and society. And its very success creates new challenges and opportunities for American policymakers. In this white paper, National Commission on Entrepreneurship, USA highlights the role of entrepreneurs in sparking and expanding current economic boom in America which creates important learning points for the rest of the world. If one were to pick a word that summarizes what entrepreneurs do, “innovation” would fit the bill. Entrepreneurs’ embrace of innovation has concrete benefits for national bottom line of America.

Source:EMBRACING INNOVATION: ENTREPRENEURSHIP AND AMERICAN ECONOMIC GROWTH. National Commission on Entrepreneurship, Kauffman Foundation, USA, n.d. Web.


Click to View Attached File


ASSESSING THE STATE OF INNOVATION - The Top Four “Must-Do” Areas of Innovation Practice

 After the recession and with brightening prospects, it is highly important to look at the past wave of attention on innovation and assess what has been learned. In 2010, a group of about 30 executives active in innovation from a variety of industries came together to share experiences and develop their collective expertise by assessing the state of innovation. Dr. David Matheson thus capture the major insights from their experience. The bottom line is highlighted: executives identified four areas of innovation practice as must-dos, and believe that these are ‘some of the real gems’ of insight polished over the last ten years and will be highly important to be implemented as innovation practice. 

Source: Matheson, David. "ASSESSING THE STATE OF INNOVATION - The Top Four “Must-Do” Areas of Innovation Practice." N.p., n.d. Web.


Click to View Attached File


Entrepreneurship versus Intrapreneurship: How Do Gender and Race Matter Differently?

While, the role of gender or race in entrepreneurship has been studied in the existing literature, little has been known about how gender and race matter differently to entrepreneurship and intrapreneurship. In this paper, Takanori Adachi and Takanori Hisada focus on intrapreneurship within-organization activity, and study how gender and race make differences in the determinant of these two activities

 
Source: Adachi, Takanori, and Takanori Hisada. "Entrepreneurship versus Intrapreneurship: How Do Gender and Race Matter Differently?" N.p., n.d. Web. 

Click to View Attached File


Strategic planning: 5 essential considerations for SME owners

 Faced with much greater levels of uncertainty and risk capital, it is believed that many small and mid-sized enterprises (SMEs) don’t adequately plan for their future through strategic thinking and planning. Despite the fact that business survival rates for start-ups are a depressing 50% within the first 5 years, many business owners believe that strategic planning is either unnecessary or too hard to implement. Several studies have shown that SMEs who formulate strategies outperform their peers. In this white paper, Dan Hathway provides insights into some of the pressing reasons behind the lack of strategic planning and what a business owner should consider to get started.

Source: Hathway, Dan. "Strategic Planning: 5 Essential Considerations for SME Owners." N.p., n.d. Web. 


Click to View Attached File


ACCELERATE NOW! CURRENT TRENDS AND STRATEGIES FOR THE FUTURE

 This white paper offers great insights resulting from collaboration and brainpower from a two-day European Accelerator Summit, providing important contributions in structuring the future of acceleration. The credit for completion of this report goes to many participants. However, Marie-Vorgan Le Barzic, CEO at NUMA, and Yoann Jafré, Head of Innovation Lab at BNP Paribas are credited with the authorship and compilation of this report. In totality, this report provides accelerators and other key stakeholders some impactful ideas on shaping their future and accelerating the development of their ecosystems, while enlightening them to challenges especially those encountered in Europe with regards to accelerating to compete on a global scale.

Source: Barzic, Marie-Vorgan, and Yoann Jafré. "ACCELERATE NOW! CURRENT TRENDS AND STRATEGIES FOR THE FUTURE." N.p., n.d. Web. 


Click to View Attached File


White Paper on Entrepreneurship in Spain

 The White Paper on entrepreneurship in Spain was created by a team from ESADE Entrepreneurship Institute, in particular by Luisa Alemany, Marcel Planellas, Claudia Alvarez, and David Urbano. Their research analyses the situation of entrepreneurship in Spain, and compares it to other countries. It also presents the results of a survey of over 7,000 Spanish young people, as well as the findings from several interviews conducted with renowned experts. The study takes a long view, trying to look beyond the necessary legislative measures of simplifying administrative processes and improving fiscal treatment to focus on three structural factors that are considered to be key to the impulse of entrepreneurship in Spain: the promotion of entrepreneurial culture, entrepreneurship education and the financing of new initiatives, based on certain success stories, and case studies. 

Source: Alemany Luisa, Planellas Marcel, Alvarez Claudia, and Urbano David. White Paper on Entrepreneurship in Spain. Web


Click to View Attached File


Harnessing the Global Talent Pool to Accelerate Innovation

 In this paper, Braden Kelley highlights the importance of having an external talent strategy, and that how building and properly executing one can help organizations harness the global talent pool to accelerate innovation. He also provides an in-depth look into how leading organizations manage their open innovation and crowdsourcing efforts to enable organizations to gain a strong start in their own innovation efforts. Finally, it covers some frameworks and strategies that organizations can leverage to attract talent where talent is heavily contested for at a global scale.

Source: Kelley, Braden. Harnessing the Global Talent Pool to Accelerate Innovation. N.p., n.d. Web.


Click to View Attached File


Intrapreneurship – William and Marry Law School

 In this paper, Darian M. Ibrahim attempts to attain a number of goals on “intrapreneurship”. First, it points out that innovation that takes place inside our largest corporations (intrapreneurship) is substantial, important, and understudied. Second, the piece observes that while large technology corporations that used to be startups may remain intrapreneurial in culture, intrapreneurship is less common in the aggregate than we might expect. Third, the Article detours to corporate law, which might, as a descriptive matter, play at the margins of the innovator’s dilemma and the entrepreneurial/intrapreneurial balance. Finally, the Article explores a hybrid approach — corporate venture capital — that combines entrepreneurial and intrapreneurial advantages.

Source: Ibrahim, Darian. "Intrapreneurship – William and Marry Law School." Web.


Click to View Attached File


INCREMENTAL AND RADICAL INNOVATION: DESIGN RESEARCH VERSUS TECHNOLOGY AND MEANING CHANGE

 Radical innovation, and incremental innovation require important attention for innovators as they seek to bring new innovations to the market. In this paper, Donald A. Norman, and Roberto Verganti argue that each results from different processes, and analyze several methods of viewing incremental and radical innovation. One is by examining the quality of product space, envisioning each product opportunity as a hill in that space where the higher one is, the better. A second approach is to consider the dimensions of meaning and technology change as two dimensions and examining how products move through the resulting space.

Source: Norman, Donald, and Roberto Verganti. "INCREMENTAL AND RADICAL INNOVATION: DESIGN RESEARCH VERSUS TECHNOLOGY AND MEANING CHANGE." Web


Click to View Attached File


The Startup Revolution: Why it matters for Corporations

The purpose of this paper is to highlight the increasing importance of large firms and startups to collaborate. UpGlobal Company provides a compelling case recommending that large firms take action, support their local entrepreneurial ecosystem, and embrace collaboration at the startup level. This, they believe will be imperative for larger corporations to survive in a world constantly changing.

Source: UpGlobal Company. "The Startup Revolution: Why It Matters for Corporations." Web.


Click to View Attached File


How to Create a Successful Organizational Culture: Build It—Literally

 Whether conscious or subconscious, culture evokes strong emotions that motivate employees to perform. Beyond engaging employees for the sake of revenue, a healthy culture can also foster collaboration and innovation. In this paper, Haworth research provides insight into how architecture, interior design, and furnishings provide a tangible way to support—or even change—the culture of an organization.

Source: Haworth Company. "How to Create a Successful Organizational Culture: Build It—Literally." Web.


Click to View Attached File


SOCIAL INTRAPRENEURS – AN EXTRA FORCE FOR SUSTAINABILITY

 “Social Intrapreneurs generate social innovation and change by leveraging their organisation’s capacity to address societal issues profitably. They are characterised by a mindset to strive for societal value creation in a way that is attractive to business.” In this paper, David Grayson, Melody McLaren, and Dr Heiko Spitzeck examine how individuals, businesses and Civil Society organisations interact to create sustainable value for business and for society at large. It focuses on the contribution that Social Intrapreneurs can make to this value creation.

 

Source: Grayson, David, Melody McLaren, and Heiko Spitzeck. "SOCIAL INTRAPRENEURS – AN EXTRA FORCE FOR SUSTAINABILITY." Web.


Click to View Attached File


Growth and growth intentions

 In this white paper, Jonathan Levie and Erkko Autio summarise a connection between entrepreneurs’ growth intentions and realised enterprise growth. While providing a perspective from the lens of UK Entrepreneurs, it addresses the following questions: How strong is the association between entrepreneurial growth intentions and subsequent performance? What affects entrepreneurial growth intentions at the individual level and national level, and how big are these effects? What can be done to raise entrepreneurial growth intentions in the UK? In addition, it also considers what further research needs to be done in this area

Source: Levie, Jonathan, and Erkko Autio. "Growth and Growth Intentions." Web.


Click to View Attached File


Disruptive innovation in the creative industries: killer questions from key industry players

While disruptive innovation has seriously impacted a great deal of industries, in this white paper, Keith Jopling, George Tovstiga, and Helen Gammons shed light on the creative and media industries, to provide how disruptive innovation can be managed from the point of view of both the disruptive start-ups and the disrupted market leaders – the lessons of which can be valuable for other industries   

Source: Jopling, Keith, George Tovstiga, and Helen Gammons. "Disruptive Innovation in the Creative Industries: Killer Questions from Key Industry Players." Web.


Click to View Attached File


Entrepreneurship Development in Rural America: Insights into Triple Bottom Line and Wealth Creation Impacts of Entrepreneurship Strategies

There is a growing acceptance of entrepreneurship as an economic development strategy, but questions remains – can entrepreneurship make rural communities more economically competitive, help to preserve the natural environment and draw more people into community decision-making? In other words, is entrepreneurship a strategy for crossing the Triple Bottom Line – achieving positive outcomes in the community’s economy, environment and civic livelihood? In this white paper, Deborah Markley, and Nancy Stark address this question, sharing insights gleaned from discussions with entrepreneurship development practitioners across the country. Their most important conclusion is that entrepreneurship development can be a Triple Bottom Line development strategy. By helping entrepreneurs, private and public, to recognize opportunities and build new ventures, communities can experience improvements in the economy, the environment, and the diversity of residents actively participating in civic life, but this is subject to designing entrepreneurship to achieve Triple Bottom Line.

Source: Markley, Deborah, and Nancy Stark. "Entrepreneurship Development in Rural America: Insights into Triple Bottom Line and Wealth Creation Impacts of Entrepreneurship Strategies." Web.


Click to View Attached File


Entrepreneurship and Innovation in Family Firms: Reassessing the Fixation on “Success” and “Failure” in Family Enterprise

In this white paper, Jenifer Halyk provides perspective from new research on the discipline of entrepreneurship suggesting that the family succession may not be as big a problem for innovation and business success as thought traditionally. Instead of focussing efforts and resources on succession and its challenges, family firms ought to shift their focus to innovation and growth, thus increasing their chances of long-term survival and gaining a foothold in the global marketplace. It also focuses on the firm’s ability to engage in risk taking behaviour and investing in non-financial forms of capital—capabilities that have traditionally been underestimated by broader community, and which can help optimize these firms’ performance and success.

Source: Halyk, Jenifer. "Entrepreneurship and Innovation in Family Firms: Reassessing the Fixation on “Success” and “Failure” in Family Enterprise." Web.

Web source 


Click to View Attached File


Innovate the Lean Way: Applying Lean Startup methodology in the Association Environment

In this white paper, Elizabeth Engel and her co-author, Guillermo Ortiz de Zerate, lay out the core principles behind the important idea of applying Lean Startup methodology to associations. They zero in on the most important concepts, providing several examples of how associations actually applied these concepts in the real world

Source: Engel, Elizabeth, and Guillermo Zarate. "Innovate the Lean Way: Applying Lean Startup Methodology in the Association Environment." Web.


Click to View Attached File


SCALING SOCIAL ENTREPRENEURSHIP IN CHINA

In this report, Richard Brubaker, and Fan Li present research into the social enterprise landscape in China to understand the needs and opportunities for organizational support in scaling up Chinese enterprises. It also captures the present scope for developing social franchising in China in order to successfully promote social enterprise and non-profit projects in response to need. It also highlights through research that the obstacles facing entrepreneurs are often rooted in both the ecosystem that they are operating in as well as in their own business and management models.

 Source: Brubaker, Richard, and Fan Li. "SCALING SOCIAL ENTREPRENEURSHIP IN CHINA." Web.


Click to View Attached File


Building the Innovative Organization

The white paper by Timothy C. Ruger suggests criteria for creating and sustaining an innovative organization. Two complimentary models are proposed for accommodating key factors, aspects, and variables for prescriptive advice derived from research, surveys and whitepapers. A diverse number of effects on the employee of the innovative organization are assessed within this study. It further makes general suggestions for establishing the innovative organization and assessing this impact on the employee

Source: Ruger, Timothy. "Building the Innovative Organization." Web. 


Click to View Attached File


How Place Fosters Innovation

This ongoing research has identified specific variables that affect how organizations approach innovation. From different combinations of these attributes, the Steelcase researchers identified eight different structural models of innovation within organizations. Each model has its own space implications, which are discussed and illustrated. Steelcase continues to research how the design and use of work settings can strengthen a company’s posture for innovation, with plans to incorporate key findings in its own new innovation center that was scheduled to open in 2012.

Source: Steelcase. "How Place Fosters Innovation." Web.


Click to View Attached File


Growing and sustaining entrepreneurial ecosystem: What they are and the role of government policy

Entrepreneurial ecosystems represent a conceptual framework designed to foster economic development through entrepreneurship, innovation and small business growth. However sustaining entrepreneurial ecosystems can be challenging. In this paper, Tim Mazzarol points to a range of factors that are important in developing and sustaining entrepreneurial ecosystem highlighting the important role of government policies in sustaining this ecosystem. 
 
Source: Mazzarol,Tim. "Growing and sustaining entrepreneurial ecosystem: What they are and the role of government policy".Web.

Click to View Attached File


THINK LIKE A START-UP

Pointing to the need for breakthrough, paradigm shifting, transformative, and disruptive ideas, Brian Mathews inspires transformative thinking using insight into start-up culture and innovation methodologies. Mapping entrepreneurship to the case of library leaders at every level, it serves as a collection of talking points intended to stir the entrepreneurial spirit across institutions. 

Source: Mathews, Brian."THINK LIKE A START-UP".Web


Click to View Attached File


Entrepreneurship Skills for Growth-Orientated Businesses

Currently, as economic challenges are faced in many countries across the globe, the notion of engendering greater entrepreneurial activity has become a prominent goal for many national governments. In this paper, Professor Thomas M. Cooney seeks to explain the entrepreneurship skills that are required to develop a growth-orientated business and how these skills might be enhanced.

Source: Cooney, Thomas,"Entrepreneurship Skills for Growth-Orientated Businesses". Web.


Click to View Attached File


Outside/Inside Innovation: Combining Open Innovation with Employee Networks to Drive Success

The pressure for innovation leaders to deliver “hard” business results is increasing as the understanding and sophistication of this competency improves. As business leaders seek additional impact from Innovation Programs, new ways to leverage and scale existing resources are being explored. This paper was developed by Anthony Ferrier, and Adi Gaskell to explore a pragmatic approach for linking externally sourced ideas with networks of innovation minded employees, to generate additional business impact.

Source: Ferrier, Anthony, and Gaskell, Adi. "Outside/Inside Innovation: Combining Open Innovation with Employee Networks to Drive Success". Web.


Click to View Attached File


Enabling Local Economic Development and Poverty Alleviation through Global Entrepreneurial Online (GEO) Networks

This paper will look at the growing number of online platforms that enable the Global growth of Innovative start-ups and how these GEO Networks can be leveraged to further economic development and poverty alleviation in developing economies through knowledge enhancement, best practices, new management techniques and methodologies and investment into these start-up endeavors. It will also propose a model to ensure the successful establishment and growth of such GEO Networks.

 

Click to View Attached File