자연주의적 탐구조사(Naturalistic Inquiry)

Open Innovation: The New Imperative for Creating and Profiting from Technology

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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Social capital: a theory of social structure and action

We study network activities of entrepreneurs through three phases of establishing a firm in four countries. Entrepreneurs access people in their networks to discuss aspects of establishing and running a business. We find that entrepreneurs build networks that systematically vary by the phase of entrepreneurship, analyzing number of their discussion partners, and the time spent networking. Entrepreneurs talk with more people during the planning than other phases. Family members are present in their networks in all phases, particularly among those who took over an existing firm. However, women use their kin to a larger extent than men, and even more than men when they take over an existing firm. Experienced entrepreneurs have the same networking patterns as novices. Moreover, these networking patterns are the same in all countries. However, there are country differences in size of discussion networks and time spent networking.

Social Networks and Entrepreneurship

Making markets: telecommunications in Western Europe

Academic intrapreneurship refers to the individual behaviours of scientists who depart from their customary research and education initiatives and become involved in knowledge commercialization wit...

A case of academic intrapreneurship

Entrepreneurs are active networkers; network connections change over time, new contacts are added, and others are dropped. Entrepreneurial networking is an integral part of entrepreneurial processes and can be a strategic and goal-oriented response to resource requirements; it can also be effectual and driven by an individual and collective desire to meet and interact. This chapter examines how entrepreneurs change their network and use a variety of actions and strategies to engage with friends, family, partners, and strangers. Although entrepreneurial networking in part is driven by critical events and crises as triggers, individual differences in motivation and ability also affect the way entrepreneurs respond and use networking in an uncertain and challenging environment.

Willem Hulsink

Papers

Making markets: telecommunications in Western Europe

A case of academic intrapreneurship

Dynamic networking by entrepreneurs

ICT-clusters in Nederland en Vlaanderen

Contextualizing entrepreneurship in administered markets: New entrants' stakeholder mobilization and legitimacy generation in Dutch healthcare