Abstract
Purpose of the Paper & Literature Addressed
This paper explores the often very difficult task of changing business mindsets of the dominant
business entrepreneur. Often, these changes are being driven by the dramatic increase in ambiguity
and uncertainty in the enterprises’ current marketplace, forcing them to seek help from business
advisors, or taking up opportunities to work with Higher Education Institutions on Knowledge
Transfer Partnerships (KTPs). The key focus of this paper is around evaluating the approaches to
guiding business entrepreneur’s to change their business model, and evolving their enterprise
towards being entrepreneurially and enterprise-driven.
Existing literature on entrepreneurial mindsets often talk about the challenges to their
values, attitudes and behavior (Brown and Proudlove 2008), and how this can both act as an
enabler and barrier to change (Herbert 2000). The challenges to change mindsets is often down to
two factors; convincing the business entrepreneur that the marketplace dynamics have changed
(Laczniak and Lusch 1997), and that adopting a new business model is important for survival and
growth of their enterprise (Pina e Cunha, da Cunha et al. 2001).
Research Method
A case study approach is used to investigate the issues identified above. Six case studies were
chosen to exemplify the key enablers and barriers to delivering value from Knowledge Transfer
Partnerships. The study draws on data collected over ten years of working with Small- to Mediumsized Enterprises (SMEs) on knowledge/technology transfer projects, often over several years.
Research Findings
The level of success achieved from these knowledge/technology transfer projects can be directly
linked to the correct identification of the business entrepreneurial mindsets and the enterprises’
current business model and strategic orientation. The findings reveal the challenges when
entrepreneur and intrapreneur mindsets towards business model changes diverge, and are unreconcilable.
Key Contributions
This paper seeks to contribute to knowledge in the field of entrepreneurial mindsets and the
transition of enterprise business models from a traditional non-collaborative to a collaborative and
coordinated business model, more flexible and adaptive to future internal and external
environmental challenges.
This paper explores the often very difficult task of changing business mindsets of the dominant
business entrepreneur. Often, these changes are being driven by the dramatic increase in ambiguity
and uncertainty in the enterprises’ current marketplace, forcing them to seek help from business
advisors, or taking up opportunities to work with Higher Education Institutions on Knowledge
Transfer Partnerships (KTPs). The key focus of this paper is around evaluating the approaches to
guiding business entrepreneur’s to change their business model, and evolving their enterprise
towards being entrepreneurially and enterprise-driven.
Existing literature on entrepreneurial mindsets often talk about the challenges to their
values, attitudes and behavior (Brown and Proudlove 2008), and how this can both act as an
enabler and barrier to change (Herbert 2000). The challenges to change mindsets is often down to
two factors; convincing the business entrepreneur that the marketplace dynamics have changed
(Laczniak and Lusch 1997), and that adopting a new business model is important for survival and
growth of their enterprise (Pina e Cunha, da Cunha et al. 2001).
Research Method
A case study approach is used to investigate the issues identified above. Six case studies were
chosen to exemplify the key enablers and barriers to delivering value from Knowledge Transfer
Partnerships. The study draws on data collected over ten years of working with Small- to Mediumsized Enterprises (SMEs) on knowledge/technology transfer projects, often over several years.
Research Findings
The level of success achieved from these knowledge/technology transfer projects can be directly
linked to the correct identification of the business entrepreneurial mindsets and the enterprises’
current business model and strategic orientation. The findings reveal the challenges when
entrepreneur and intrapreneur mindsets towards business model changes diverge, and are unreconcilable.
Key Contributions
This paper seeks to contribute to knowledge in the field of entrepreneurial mindsets and the
transition of enterprise business models from a traditional non-collaborative to a collaborative and
coordinated business model, more flexible and adaptive to future internal and external
environmental challenges.
Original language | English |
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Title of host publication | 26th Industrial Marketing and Purchasing Group Proceeding |
Subtitle of host publication | 26th IMP |
Pages | 1-18 |
Number of pages | 18 |
Publication status | Published - 1 Aug 2010 |
Event | Industrial Marketing and Purchasing Group Conference - Hungary, Budapest, Hungary Duration: 19 Aug 2010 → 20 Aug 2010 Conference number: 26th https://www.impgroup.org/paper_view.php?viewPaper=7515 |
Conference
Conference | Industrial Marketing and Purchasing Group Conference |
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Abbreviated title | IMP |
Country/Territory | Hungary |
City | Budapest |
Period | 19/08/10 → 20/08/10 |
Internet address |