How Can Strategy Be Integrated with Entrepreneurship?

Read the latest offering from The Journal of Entrepreneurship entitled “Entrepreneurship and Competitive Strategy: An Integrative Approach.”

The abstract:

The two fields of strategic management and entrepreneurship have been viewed as inseparable twins and the relationship has been coined strategic entrepreneurship by a JOEnumber of scholars. Though the integrative studies of the two areas continue, there seems to be a dearth in the study of the two areas at business (competitive) strategy level. This is a conceptual article which aims to show how business strategy can be integrated with entrepreneurship to enhance firm competitiveness. Whether one argues that strategy subsumes entrepreneurship or that entrepreneurship subsumes strategy, an apparent intersection exists. The integrated strategy is termed entrepreneurial competitive strategy and the article presents a framework for this integration. As with any other literature based model, this model can still be improved and needs to be tested for practical application.

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This entry was posted in Competition, Entrepreneurship, Firm Performance, Scholarship, Strategy and tagged , , , by Cynthia Nalevanko, Editor, Management INK. Bookmark the permalink.

About Cynthia Nalevanko, Editor, Management INK

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 900 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, and Washington DC, our publishing programme includes more than 560 journals and over 800 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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