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Answer Upon - Defining a R&D Framework for Entrepreneurship and Innovation on Information Product Generation
Experience is always life's best teacher. But ideally it is through somebody else's experience that you could learn a valuable lesson about extended warranties. What is the deal with extended warranties? Are they really an insurance against damage or malfunction? A seasoned salesperson knows just when to propose the extended warranty; especially, those electronic store sales representatives. When you are high on the purchase the salesperson poses the question, “ Would you like the extended warranty added to this purchase?”. Now they Do NOT review the extended warranty Terms and Conditions (T's & C's) outlining the things that ARE NOT covered by the extended warranty. In fact, some of them purport (Like Future Shop which is part of the Best Buy chain of stores) it is a 'no hassle' insurance. BUNK!
The International Business Case Study Centre and the Centre for New Venture Creation will initially focus on two extremes of business creation ventures, namely:
· Those business ventures that can be classified as high growth ventures, characterised by radical innovations and disruptive technologies.
· Those business ventures than can
The old-fashioned autocratic manager who ruled with an iron hand and controlled everything from the top has pretty much vanished from the management scene. Not many regret his passing. There is no doubt that today's enterprises operate far more humanely than did their old school predecessors, at least on the surface.Although "Theory X" management has been replaced in virtually all sectors, successor approaches have their own weaknesses. This brief article is intended to raise two ideas for your thoughtful consideration. The first is that distinctions exist between participatory management and consensus management. The second is that important consequences flow from those distinctions.Participatory management and consensus management practitioners both understand that employees have perspectives that are potentially valuable
Knowledge is the key resource that forms the institutional basis of the post-industrial economy and society. It should be empasized that it is institutions of higher education that give tangible expression to this argument by acting as catalysts for knowledge and research-driven economic growth as well as well-being enhancement. All this finds embodiment within a new techno-academic paradigm in which the academic knowledge base is center stage as a determinant of industrial change, economic growth and general well-being. Therefore, higher education institutions should not be viewed as a regional or national resource, but rather as a node in an increasingly seamless knowledge base, which has a progressively larger interface with the knowledge-driven global economy.
Purpose
The aim of this paper is to propose a research framework for entrepreneurship and innovation suitable for a developing country enabling it to become both a producer and a consumer of innovative entrepreneurial information packages. The information products are designed to facilitate business development, and sustainable business practices, packaged to support entrepreneurial ventures in distinct epistemic cultural settings for use by multiple participants in the entrepreneurial system. The proposal is based upon a model applied at Tshwane University of Technology in South Africa.
A proposed R&D Framework
A centralised R&D focus and strategic aim is essential if Institutions of Higher Education want to act as a node in an increasingly seamless knowledge base economy. A typical vision could be to research and develop innovation business venture protocols and prototypes in the fields of business clustering, business development and management of innovation appropriate for specific regional environments in Southern Africa to be used by entrepreneurs, policy makers, and institutions of learning. The research domain could then be divided into mainstreams, culminating in specific value added outputs. The entrepreneurship and innovation outputs should typically been information products that are considered to be prerequisites for successful and sustainable entrepreneurial ventures and processes as well as for the effective management of innovation.
The second requirement is the formulation and establishment of the R&D parameters, which defines the boundaries or scope of permissible R&D conduct. The parameters can for example easily be defined in terms of three strategic parameters, namely:
1. To firstly conduct research on business clustering commonalities (networks) in order to enhance the competitive basis of firms in the Southern African market place through a process of sharing information, grouping of resources and outputs, as well as sharing of factors of production; secondly, on business clustering formation and causes for these formations in order to understand opportunities and constraints in specific clusters and lastly, the development business clustering algorithms in order to simulate specific business models and business environments.
2. Researchers will contribute to the International Business Case Study Centre and to the Centre for New Venture Creation, which will serve as business development learning environments for entrepreneurs, other researchers, students and policy makers. Research will focus on business best practices, successful new venture creation, technological entrepreneurship, growth indicators, research and innovation of key business development benchmarks and entrepreneurial training methodologies. Having these research outputs available, business capabilities will be enhanced with regards to scaleable business venture creation, business incubation, commercialisation of technologies, appropriate business competition and sustainable growth strategies, development of practical business solutions and the effective utilisation of venture support mechanisms within the Southern African context to those that desire to start-up and sustain their own businesses.
The International Business Case Study Centre and the Centre for New Venture Creation will initially focus on two extremes of business creation ventures, namely:
· Those business ventures that can be classified as high growth ventures, characterised by radical innovations and disruptive technologies.
· Those business ventures than can
I hate my job.Do you find yourself saying this on a regular basis?Do you dread having to face another day at work?Do you sometimes wish you’d be fired or laid off just to escape your daily prison?If so, join the club. You might be surprised how many people spend years (and years and years…) staying in the same job that they hate.If you constantly say to yourself “I hate my job” then it’s time you did something about it.And if you’re the type of person who keeps telling your friends “I hate my job” and expecting that they will care, you’d really better start doing something about it before you lose all your friends. No one likes to hang around a whiner especially one who says the same thing over and over again without doing anything to fix it.If you truly hate your job, your personal
A proposed R&D Framework
A centralised R&D focus and strategic aim is essential if Institutions of Higher Education want to act as a node in an increasingly seamless knowledge base economy. A typical vision could be to research and develop innovation business venture protocols and prototypes in the fields of business clustering, business development and management of innovation appropriate for specific regional environments in Southern Africa to be used by entrepreneurs, policy makers, and institutions of learning. The research domain could then be divided into mainstreams, culminating in specific value added outputs. The entrepreneurship and innovation outputs should typically been information products that are considered to be prerequisites for successful and sustainable entrepreneurial ventures and processes as well as for the effective management of innovation.
The second requirement is the formulation and establishment of the R&D parameters, which defines the boundaries or scope of permissible R&D conduct. The parameters can for example easily be defined in terms of three strategic parameters, namely:
1. To firstly conduct research on business clustering commonalities (networks) in order to enhance the competitive basis of firms in the Southern African market place through a process of sharing information, grouping of resources and outputs, as well as sharing of factors of production; secondly, on business clustering formation and causes for these formations in order to understand opportunities and constraints in specific clusters and lastly, the development business clustering algorithms in order to simulate specific business models and business environments.
2. Researchers will contribute to the International Business Case Study Centre and to the Centre for New Venture Creation, which will serve as business development learning environments for entrepreneurs, other researchers, students and policy makers. Research will focus on business best practices, successful new venture creation, technological entrepreneurship, growth indicators, research and innovation of key business development benchmarks and entrepreneurial training methodologies. Having these research outputs available, business capabilities will be enhanced with regards to scaleable business venture creation, business incubation, commercialisation of technologies, appropriate business competition and sustainable growth strategies, development of practical business solutions and the effective utilisation of venture support mechanisms within the Southern African context to those that desire to start-up and sustain their own businesses.
The International Business Case Study Centre and the Centre for New Venture Creation will initially focus on two extremes of business creation ventures, namely:
· Those business ventures that can be classified as high growth ventures, characterised by radical innovations and disruptive technologies.
· Those business ventures than can
Did you know that stand up comedians don't just get on stage and wing it?Although they are born to make us laugh, good comedians follow a formula when they are preparing their next great joke. That's probably the reason my jokes tank, but that's a story for another time.Before stepping on stage, mike in hand, to deliver their joke they follow a set of metrics that when properly executed, leave their audiences in stitches.As small business owners, we may not want our clients and customers cackling in the aisles but we do want to make a lasting and memorable connection.Follow these three steps from the last comic standing to wow your audience:1. The Set-UpDo you know why your product or service is a must-have? This question must be addressed in all good marketing. The set up is where you expl
The second requirement is the formulation and establishment of the R&D parameters, which defines the boundaries or scope of permissible R&D conduct. The parameters can for example easily be defined in terms of three strategic parameters, namely:
1. To firstly conduct research on business clustering commonalities (networks) in order to enhance the competitive basis of firms in the Southern African market place through a process of sharing information, grouping of resources and outputs, as well as sharing of factors of production; secondly, on business clustering formation and causes for these formations in order to understand opportunities and constraints in specific clusters and lastly, the development business clustering algorithms in order to simulate specific business models and business environments.
2. Researchers will contribute to the International Business Case Study Centre and to the Centre for New Venture Creation, which will serve as business development learning environments for entrepreneurs, other researchers, students and policy makers. Research will focus on business best practices, successful new venture creation, technological entrepreneurship, growth indicators, research and innovation of key business development benchmarks and entrepreneurial training methodologies. Having these research outputs available, business capabilities will be enhanced with regards to scaleable business venture creation, business incubation, commercialisation of technologies, appropriate business competition and sustainable growth strategies, development of practical business solutions and the effective utilisation of venture support mechanisms within the Southern African context to those that desire to start-up and sustain their own businesses.
The International Business Case Study Centre and the Centre for New Venture Creation will initially focus on two extremes of business creation ventures, namely:
· Those business ventures that can be classified as high growth ventures, characterised by radical innovations and disruptive technologies.
· Those business ventures than can
Have you started your new business? Now, this is the main question how will you get customer that purchase from your shop or know about your product. There are hundreds of different ways you can sell or advertise your product. But all some are very expensive and some are cheap but useless. Now I am going to give you brief idea about one important, less expensive, effective and eye catching technique that will raise your business selling to the position that you expect.Now tell me which is the most common thing that people want in office, at home, at school, at college, in exam, etc. of course a PEN. Have you ever thought that a single pen can used as a marketing person that go door to door and hand to hand and advertise your product. This is the simplest way and initial way to make your product famous.This pen is called Prom
2. Researchers will contribute to the International Business Case Study Centre and to the Centre for New Venture Creation, which will serve as business development learning environments for entrepreneurs, other researchers, students and policy makers. Research will focus on business best practices, successful new venture creation, technological entrepreneurship, growth indicators, research and innovation of key business development benchmarks and entrepreneurial training methodologies. Having these research outputs available, business capabilities will be enhanced with regards to scaleable business venture creation, business incubation, commercialisation of technologies, appropriate business competition and sustainable growth strategies, development of practical business solutions and the effective utilisation of venture support mechanisms within the Southern African context to those that desire to start-up and sustain their own businesses.
The International Business Case Study Centre and the Centre for New Venture Creation will initially focus on two extremes of business creation ventures, namely:
· Those business ventures that can be classified as high growth ventures, characterised by radical innovations and disruptive technologies.
· Those business ventures than can
One of the most common issues that comes up for business owners is procrastination -wasting time, putting obstacles in the way of taking action towards goals, making excuses for delays, creating confusion/ ‘busyness’ etc. Procrastination is a self-defeating behavior.As human beings, we are adept at creating convincing language that allows us to rationalize taking specific action or not taking action. We become masterful in presenting a logical sounding viewpoint that successfully defends our position to procrastinate. In this way, we give ourselves permission to step into avoidance, despite the results we say we want!Having a game plan with action steps can foster procrastination. Over time we develop an automatic patterned response to change, convinced that what we are doing is moving us forward. In reality, we’re just play
The International Business Case Study Centre and the Centre for New Venture Creation will initially focus on two extremes of business creation ventures, namely:
· Those business ventures that can be classified as high growth ventures, characterised by radical innovations and disruptive technologies.
· Those business ventures than can be classified as low growth ventures in the survivalist economy.
3. Research on the management of innovation. Innovation is considered to be one of the main drivers of economic growth and prosperity in the knowledge economy. Understanding and managing innovation processes and structures in general and particularly in Southern Africa have the potential for huge benefits for actors, local clusters, and the national system of innovation. Research in this area should promote knowledge in the fields of technopreneurship and technology management and transfer as well as intellectual property.
The last requirement is to investigate the interrelationships between the set research parameters on Entrepreneurship and Innovation. Although the two concepts are highly related to one another the interplay between the concepts are seldom investigated.
Conclusion
It is envisaged that the outputs of the research and development will extend the boundaries of business and technology innovations by making information and knowledge useful. The created business ventures protocols and information packages as well as the management of innovation, aim at designing and modelling entrepreneurial support tools for the transfer and distribution of business venture information. The developed packages will create an enabling environment and an efficient information support services to entrepreneurs, policy makers and learning institutions in Southern Africa. Furthermore, they will provide valuable information to promote, develop and participate in intensive knowledge and technology based business incubators. Establishing business links between business clustering, business development and the management of innovation offers a great opportunity for high quality research as business information, product transfer and distribution, business development, and management of innovation – although closely related – are traditionally kept apart. The outcomes of the research will contribute to discover underlying patterns within related business ventures and innovations, as well as within similar business environments. Data provided will not only support better management of innovation and business development ventures, but it will also enable new and established entrepreneurs to speed up and improve business decision-making.
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