Entrepreneurship ecosystem

An entrepreneurial ecosystems or entrepreneurship ecosystems are peculiar systems of interdependent actors and relations directly or indirectly supporting the creation and growth of new ventures. "Ecosystem" refers to the elements – individuals, organizations or institutions – outside the individual entrepreneur that are conducive to, or inhibitive of, the choice of a person to become an entrepreneur, or the probabilities of his or her success following launch. Organizations and individuals representing these elements are referred to as entrepreneurship stakeholders. Stakeholders are any entity that has an interest, actually or potentially, in there being more entrepreneurship in the region. Entrepreneurship stakeholders may include government, schools, universities, private sector, family businesses, investors, banks, entrepreneurs, social leaders, research centers, military, labor representatives, students, lawyers, cooperatives, communes, multinationals, private foundations, and international aid agencies. In order to explain or create sustainable entrepreneurship, one isolated element in the ecosystem is rarely sufficient. In regions which have extensive amounts of entrepreneurship, including Silicon Valley, Boston, New York City, and Israel, many of the ecosystem elements are strong and typically have evolved in tandem. Similarly, the formation of these ecosystems suggests that governments or societal leaders who want to foster more entrepreneurship as part of economic policy must strengthen several such elements simultaneously. However, recent research shows that government policy is often limited in what it can do to develop entrepreneurial ecosystems. In July 2010, the Harvard Business Review published an article by Daniel Isenberg, Professor of Entrepreneurship Practice at Babson College, entitled “How to Start an Entrepreneurial Revolution.” In this article, Isenberg describes the environment in which entrepreneurship tends to thrive.

À propos de ce résultat

Cette page est générée automatiquement et peut contenir des informations qui ne sont pas correctes, complètes, à jour ou pertinentes par rapport à votre recherche. Il en va de même pour toutes les autres pages de ce site. Veillez à vérifier les informations auprès des sources officielles de l'EPFL.

Publications associées (1)

Concepts associés (3)

Cours associés (6)

Séances de cours associées (43)

Entrepreneurship ecosystem

Start-up

Une start-up (de l'anglais start-up , de même sens), jeune pousse ou entreprise en démarrage en français, est une entreprise innovante nouvellement créée, généralement à la recherche d'importants fonds d'investissement, avec un très fort potentiel éventuel de croissance économique et de spéculation financière sur sa valeur future. Sa phase de recherche et développement de produit innovant, de tests d'idée, de validation de technologie, ou de modèle économique est plus ou moins longue, avant sa phase commerciale, et son risque d'échec est très supérieur à celui d'autres entreprises, par son caractère novateur, sa petite taille et son manque de visibilité.

New York

New York (prononcé en anglais : ), officiellement nommée en, connue également sous les noms et abréviations de en ou en (pour éviter la confusion avec l'État de New York), et dont le surnom le plus connu est , est la plus grande ville des États-Unis en nombre d'habitants et l'une des plus importantes du continent américain et du monde. Elle se situe dans le Nord-Est du pays, sur la côte atlantique, à l'extrémité sud-est de l'État de New York. La ville de New York se compose de cinq arrondissements appelés boroughs : Manhattan, Brooklyn, Queens, le Bronx et Staten Island.

Fostering Sustainable Innovation Within Organizations

Peter Michael Vogel

Over the past years many corporate business leaders have started to shift their strategy from a pure profit seeking one towards a balance in simultaneously striving to achieve economic, environmental and social goals (Elkington 1998; Preuss 2007; Roth 2009). As a result, challenges on the sustainability agenda have emerged as a new source of opportunities for innovation and competitive advantage (Fichter 2006; Hockerts 2008; Hansen et al. 2009). Research has shown that entrepreneurs are the main drivers of innovation, economic growth and social change (Audretsch 2002); hence, organizations try to adopt entrepreneurial approaches in order to spur their own innovativeness (Hamel 1999; Ireland et al. 2009). However, as recent publications have discussed, the promotion of entrepreneurship is a difficult and multifaceted issue requiring the consideration of dynamic processes describing the interplay of multiple external factors, local conditions and the individual innovators (Isenberg 2010; Krueger 2012; Vogel 2013). These difficulties are particularly distinct when discussing sustainable innovation, as risk-related reluctance in instigating this kind of innovation can still be observed among corporate leaders (Hall 2002). If established companies plan to take part in creating tomorrow’s economy, it will be necessary for them to challenge prevailing assumptions about innovation processes (Hamel 1999). The purpose of this chapter is to investigate the main success factors of entrepreneurial ecosystems and discuss ways how to assimilate these in an organizational context.

Springer2014

MGT-650: Sciencepreneurship: Sustainability & Al

This summer school provides its students with the necessary tools and network to identify and develop the social impact of research-grounded innovation. Throughout the course, they work in small teams

MGT-801: Sciencepreneurship: from Science to Society

This summer school provides students with the necessary tools and network to identify and develop the societal impact of research-grounded innovation. Throughout the course, students work in small tea

BIO-490: Entrepreneurship in life sciences

Based on real-world examples, hypothetical or own inventions, students are provided with a skill set for translating scientific innovation into a convincing investor pitch (including a comprehensive s

Lancement de nouvelles entreprises - Gestion de la trésorerie

Explore la gestion de la trésorerie pour de nouvelles entreprises, y compris les calculs de taux de combustion et les considérations bancaires.

Pitch final et résumé du cours MGT-201: Introduction to entrepreneurship

Couvre les présentations finales d'entreprises innovantes par les équipes d'étudiants dans un cours d'entrepreneuriat.

Lancement de nouvelles entreprises MOOC: Launching New Ventures

Couvre divers aspects du lancement de nouvelles entreprises, notamment la détermination des possibilités d'affaires, le marketing entrepreneurial, les considérations financières, les options de financement, la protection des idées et les étapes de croissance.