G. T. Lumpkin – författare

Entrepreneurial value creation requires that organizations understand both the actions they need to take and how to effectively take them. The dynamic nature of entrepreneurial behavior involves not only the strength or uniqueness of a firm's resources and competencies but also the capabilities and processes needed to create value and appropriate wealth. This distinction has served the fields of strategy and entrepreneurship well because it provides scholars with a framework for investigating the relationship between the elements of competitive superiority (content) and the decision making styles and practices (processes) involved in taking action and implementing change. On the path from opportunity recognition to new value creation to wealth appropriation, entrepreneurial strategic processes are among the most important steps. The purpose of this volume is to focus on the entrepreneurial processes that have the greatest impact on strategic outcomes such as organizing, learning, and contributing to outstanding financial performance. The chapters draw on both scholars new to the field as well as some of those who have previously made significant contributions to entrepreneurial process research. Several chapters address entrepreneurial processes in a corporate setting including both large and medium-sized corporations. Other chapters explore the issues faced by entrepreneurial owners and managers in directing both themselves and their organizations. Another topic of this volume is the distinctive entrepreneurial process challenges of young and small firms.

The Landscape of Family Business expands upon groundbreaking research to offer owners, consultants, and academics a new holistic way to view family business.What are the important outcomes in family business? What are the relationships among those outcomes? And, what does an overall pattern of outcome relationships reveal about family business? Based on 12 years of family business research, this book presents answers to these questions in the form of a Map of the Landscape of Family Business. In addition, leading scholars provide reviews and make recommendations to researchers and practitioners about each of the seven clusters revealed in the map - Governance, Performance, Social and Economic Impact, Strategy, Family Dynamics, Family Business Roles, and Succession.Clear and concise, with a focus on relationships in family business, this insightful book is both an enjoyable and informative read and will prove to be an asset to every bookshelf. Scholars, academics and family business owners and managers are sure to find The Landscape of Family Business an invaluable resource.Contributors: M. Baù, K.H. Brigham, M.S. Daugherty, G.G. Dess, K. Hellerstedt, F. Hoy, F.W. Kellermanns, G.T. Lumpkin, M. Nordqvist, K. Rosplock, P. Sharma, R.L. Sorenson, L.J. Stanley, K. Wennberg, A. Yu

The Landscape of Family Business expands upon groundbreaking research to offer owners, consultants, and academics a new holistic way to view family business.What are the important outcomes in family business? What are the relationships among those outcomes? And, what does an overall pattern of outcome relationships reveal about family business? Based on 12 years of family business research, this book presents answers to these questions in the form of a Map of the Landscape of Family Business. In addition, leading scholars provide reviews and make recommendations to researchers and practitioners about each of the seven clusters revealed in the map - Governance, Performance, Social and Economic Impact, Strategy, Family Dynamics, Family Business Roles, and Succession.Clear and concise, with a focus on relationships in family business, this insightful book is both an enjoyable and informative read and will prove to be an asset to every bookshelf. Scholars, academics and family business owners and managers are sure to find The Landscape of Family Business an invaluable resource.Contributors: M. Baù, K.H. Brigham, M.S. Daugherty, G.G. Dess, K. Hellerstedt, F. Hoy, F.W. Kellermanns, G.T. Lumpkin, M. Nordqvist, K. Rosplock, P. Sharma, R.L. Sorenson, L.J. Stanley, K. Wennberg, A. Yu

The theme of this volume is Entrepreneurial Strategic Content. As such, it addresses the types of strategies that entrepreneurial companies use to effectively position themselves and gain competitive advantages. As a companion to Volume 10 ("Entrepreneurial Strategic Processes"), Volume 11 identifies several strategic dilemmas and strategic choices that organizations face in their efforts to be more entrepreneurial. Top researchers from a diverse set of perspectives - including Saras Sarasvathy, Per Davidsson, Tom Dean, and Kaye Schoonhoven - have contributed their latest research on a variety of topics such as celebrity entrepreneurship, innovation in traditionally conservative settings (banking and the military) and acquisitions as an entrepreneurial growth strategy. The strategic implications of tax policy and the importance of knowledge management and human resources management to the success of entrepreneurial strategies are also highlighted. The last two chapters constitute a spirited debate between researchers with sharply different views about the role of individual versus collective effort to entrepreneurial progress and success. Volume 11 identifies important strategic alternatives that entrepreneurial companies use to optimize performance and provides valuable insights into how organizations of all types use entrepreneurial strategies to achieve competitive advantages.