Putting It All Together
Organisations have an affinity for specific skill sets. Yet, for them to flourish, they need to invest in an integrated system of multiple networks to develop organisational capabilities. In a study on capability systems in new businesses, researchers reveal a management-led process in which capability architecture arises from the strategic intent of the founding team and is realised through organisational systems of structure, process development and external knowledge sourcing. According to the study, capability architecture sort of provides a bridge between the world of cognition and the world of action. Employees, too, would need to tread through the realms of senses and the real world to make use of their perceived opportunities.
Title: Building Capability Systems in New Businesses: The Role of Capability Architecture
Source: Social Science Research Network
Entrepreneurship is omnipresent. Its nature is highly contingent on the institutional environment in which it operates. In a new research, the authors come to the aforesaid conclusions by introducing a third category of entrepreneurship: indirectly (un)productive entrepreneurship as part of economic literature, apart from productive and unproductive entrepreneurship. They argue that profit-seeking entrepreneurs will decide to allocate their talents to indirectly (un)productive activities to be able to meet the new needs of individuals that are emerging as a result of government intervention.
Title: Indirectly (Un)Productive Entrepreneurship
Source: Social Science Research Network
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