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Entrepreneurial diversity : a career motives\u2019 perspective
No full textAbstract: Even if non-economic motives are recognized as important drivers in the entrepreneurial process, the mainstream entrepreneurship literature still predominantly associates \u2018ambition\u2019 with economic motives, and measures \u2018entrepreneurial success\u2019 mainly by economic growth and profit. These are remarkable observations in an era where people increasingly take charge of their careers, looking for fulfillment of personal needs and motivations, while at the same time aspiring to contribute to sustainable value creation. Building upon career theory frameworks, this dissertation investigates the heterogeneity in entrepreneurial motives and assesses the potential associated with different entrepreneurial types. In the first study, nineteen women business owners were interviewed with a view to generate new insights for the entire population. In order to measure the entrepreneurial career motives that were derived from the qualitative study, a new scale was developed in the second study. Validity and reliability of the scale were examined, and its dimensionality was assessed by conducting exploratory and confirmatory factor analysis on 1804 survey responses. In the third and final study, cluster analysis helped distinguish three types of entrepreneurs who are not primarily economically driven. These were subsequently compared with the traditional necessity and economically driven opportunity entrepreneurs in terms of career motives, ambition, entrepreneurial orientation, career attitudes and career outcomes. Interestingly, the largest group, labeled \u2018Comfortable entrepreneurs\u2019 were found to be less ambitious than the traditional necessity entrepreneurs. The second group of \u2018Reliable entrepreneurs\u2019, typically mature, showcasing solid entrepreneurial orientation and pursuing stable growth, hardly differ from the traditional, economically driven entrepreneurs when it comes to ambition and the will to invest in business growth. The highest ambition of all entrepreneurial types is demonstrated by the \u2018Purposeful entrepreneurs\u2019, who similarly outperform their peers in terms of entrepreneurial orientation. In addition to wanting to develop themselves and grow their company, these primarily non-economically driven entrepreneurs are highly concerned with making a positive contribution to society. Based on these findings, a plea is made to embrace the richness in the entrepreneurial landscape, to further deepen our contextual understanding of entrepreneurial motivations and adopt a more integrated view on success and value creation
Design, implementation, and use of an effective strategic performance management framework for defence organisations
No full textAbstract: Introduction: Defence organisations face increasing challenges in adapting to geopolitical shifts and to the turbulent environment. Currently, hybrid threats demand the integration of civilian and military resources and efforts to enhance resilience, requiring collaboration across diverse stakeholders. Despite this need to engage with - and demonstrate performance towards - a wide array of stakeholders, existing performance management (PM) systems within defence fail to align with strategic objectives and address stakeholder complexity effectively. Notably, frameworks like the Balanced Scorecard prioritize internal efficiency, thereby neglecting the multidimensional nature of defence activities and the need for multi-stakeholder integration. Research question: Given the performance and stakeholder-related gaps, the critical question addressed within this manuscript is: How can defence organisations demonstrate performance towards the complex set of stakeholders within an increasingly demanding environment? Methodology: In the first phase of this research, a readily available systematic literature review (SLR) was utilized to contextualize challenges in defence performance management. Subsequently, a defence-specific strategic-level performance management framework was designed using thematic analysis of qualitative data collected through semi-structured interviews and strategy-related documents from twelve NATO nations. Building on this foundation, the second phase focused on illuminating stakeholder management and network complexity. This involved conducting an SLR and bibliometric analysis, which led to the extraction, synthesis, and integration of insights from a final set of 206 highly influential studies. Following this, a meta-synthesis was performed, analysing 2,113 relationships across parameters such as resources, processes, and outcomes within the study set. Findings: First, the new Defence Performance Management Framework (DPMF) addresses gaps in existing systems by aligning strategic objectives with processes and resources, thereby facilitating discussions between stakeholders about commitments versus constraints. Additionally, insights on defence strategy within NATO Member States highlighted trade-offs in addressing organisational challenges, offering guidance for redesigning national defence strategies. Furthermore, the SLR revealed fragmentation in stakeholder management research, emphasizing the need for holistic approaches for both scholars and practitioners. Finally, the meta-synthesis identified misalignments between stakeholder agendas and defence priorities, highlighting changes influenced by varying risk levels as well as differences between large and small countries\u2019 strategies. Overall, these findings underscore the importance of adaptive and inclusive management practices in defence, particularly in navigating complex stakeholder environments
Pati\uebntgerichte waardecreatie door personalized medicine en innovatieve diagnostica in de Belgische gezondheidszorg
No full textIn pursuit of strategic entrepreneurship : the role of environment, effectuation and network strategies
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Pre-commitment as an entrepreneurial resource acquisition tactic : a blessing or a curse?
No full textThe effectiveness of entrepreneurial development and network strategies under multilevel environmental uncertainty for young technology-based firms
No full textBetween policy and management : pathways and drivers for shared value creation in healthcare
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