Workbook for Entrepreneurship and Innovation

2020

Developing a conceptual framework for the co-operative and mutual enterprise business model

2018

AbstractThe co-operative and mutual enterprise business model represents a unique type of organisation that has a dual purpose focused on both economic and social goals. For nearly two centuries it has played an important role in economic development, job creation and addressing market failures. However, despite its potential importance to economic development it has been largely ignored within the mainstream economics and management literature. This paper provides an overview of the nature of the co-operative and mutual enterprise business model and also proposes a business model framework or ‘canvas’ that can be used for research, teaching and strategic analysis.

Entrepreneurial education: an entrepreneurial ecosystem approach

2020

Abstract How can an entrepreneurial education program simultaneously create entrepreneurial knowledge, skills and competencies, as well as new ventures and jobs? This is a particular challenge for universities that are keen to align with government policies and demonstrate impact. Our paper examines a novel approach to enterprise and entrepreneurship education that integrates training/learning with new venture creation by operating as an entrepreneurial ecosystem (EE). We outline a comprehensive EE framework and apply this model using an exploratory case study of an EE centred around an innovative academic unit called The Entrepreneurial Garden (TEG) at Burgundy School of Business in Dijon,…

Small Business Management: Theory and Practice

2020

Entrepreneurship and Innovation

2020

Chapter 1: Entrepreneurship as a social and economic process.- Chapter 2: The Entrepreneur.- Chapter 3: The entrepreneurial process.- Chapter 4: Intrapreneurship.- Chapter 5: Innovation in small firms.- Chapter 6: Adoption and diffusion of innovation.- Chapter 7: Planning, business models and strategy.- Chapter 8: Team building, company leadership and strategic alliances.- Chapter 9: Financing the venture.- Chapter 10: Intellectual property management.- Chapter 11: Risk management and innovation.- Chapter 12: Disruptive innovations and the commercialisation of technology.- Chapter 13: Social entrepreneurship and cooperative enterprise.

Les motivations des administrateurs des coopératives : une question de gouvernance revisitée par les approches de la proximité

2016

National audience; Comprendre les motivations des acteurs de gouvernance peut contribuer à favoriser la réussite et la pérennité de l’entreprise. L’article s’intéresse aux motivations des administrateurs pour mieux appréhender ce qui les incite à exercer pleinement leur rôle et à s’impliquer pour contribuer à l’atteinte des objectifs de la société. L’étude porte sur un type spécifique d’organisation, les coopératives, dont l’engagement des membres est souvent cité comme particulièrement fort. Les approches de la proximité sont mobilisées pour analyser les quatre principales motivations identifiées chez les administrateurs des coopératives : l’envie d’accroître leurs compétences, celle de dé…