Foundations Of Social Entrepreneurship Theory Practical Tools And Skills 1st Edition Tanja Collavo - Solutions

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■ understand the stages in the new product development process and be able to apply them to new ideas and opportunities;
■ appreciate the importance of challenging assumptions that determine how the sector operates;
■ compare the thinking and analytical techniques that can be used to identify market opportunities;
■ understand the sources of opportunity;
■ use research and analytical skills to construct a balanced argument and form conclusions, grounded in theory
■ reflect on the extent to which entrepreneurial attributes are transferable between contexts;
■ apply and evaluate a concept in different contexts;
5. How might international aid, charitable donations and ethical business principles, such as Fairtrade, be used to support entrepreneurship in a less developed country?
4. Through the use of examples show how entrepreneurs can be highly innovative in less developed countries. What do you think an entrepreneur from a developed country might learn (in knowledge, skills and attitudes) from your examples?
3. You are an experienced adviser to small businesses in a developed country and have been invited to speak at a conference to discuss entrepreneurship in developing countries. You have been asked to identify the most important challenges that entrepreneurs in developing countries are likely to
2. Explain how the country context affects the nature, role and economic contribution of entrepreneurship.
1. Using appropriate examples show how different cultures have developed different attitudes and approaches to encouraging and supporting entrepreneurship.
■ identify the different specific skills, attitudes and techniques prevalent in multicultural entrepreneurship.
■ recognize the different patterns of international entrepreneurship and strategies adopted to develop international business;
■ appreciate the size and impact of the informal economy;
■ compare the nature and strategies of entrepreneurship in different cultures;
■ understand the nature, challenges and impact of entrepreneurship in market economies at different stages of development;
5. In creating an enterprise culture, to what extent should public sector support be focused on social enterprise as opposed to economic entrepreneurship?
4. How might an economic entrepreneur apply the lessons of best practice from the not-for-profit sector?
3. If you were the manager of a voluntary sector organization what would you see as the advantages and disadvantages in securing a public sector contract?
2. Are the economic needs of an entrepreneurial organization always opposed to those of the broader community?
1. Compare and contrast the characteristics and actions of social and economic entrepreneurs. Draw on practical examples to illustrate your analysis.
■ analyse the similarities and differences between social and economic entrepreneurs.
■ understand the nature of innovation and enterprise in the public sector;
■ identify the strengths of the not-for-profit organizations and the lessons that could be learned from the way they operate;
■ assess the opportunities and threats facing voluntary and community organizations;
■ evaluate the impact of social and community enterprise in social and economic regeneration;
■ understand the policy context for the social and not-forprofit sectors, and the role of government in supporting their development;
5. Explain the advantages and disadvantages of the alternative market approaches discussed, in responding to different types of environmental changes.
4. A small engineering company based in the north of England has appointed a new chief executive officer (CEO), who has asked you, a personal business adviser, to offer some comments about the business. While the company is currently busy with lots of small general engineering jobs, mainly for a
3. Explain the key environmental challenges faced by a small not-for-profit organization and how they might respond.
2. Using examples to illustrate the points you make, explain the difference between how entrepreneurial organizations and more bureaucratic organizations respond to environmental changes.
1. As the entrepreneurial owner of a small hotel in London that relies on tourists principally from outside the UK, you are keen to expand and diversify your business and you have the requisite funds. You are aware of the effect that the threat of terrorism could have on the numbers of visitors.
■ understand the alternative market approaches of organizations from different sectors.
■ identify the changes in approach of entrepreneurial organizations in highly competitive, dynamic and fast-changing markets;
■ compare the responses of entrepreneurial organizations with those of more predictable organizations;
■ understand the changing nature of the micro environment, customer attitudes and purchasing behaviour and competitor activity;
■ explore the nature of the macro environmental context for entrepreneurial activity and the challenges organizations face during a downturn in demand;
5. If you were to consider setting up in business, what social and business networks would you need to develop, and why?
4. Analyse your attitudes towards risk and consider how this might influence your career preferences.
3. What factors might account for the more positive attitudes to enterprise by younger people in the UK?
2. Is it valid to claim that women are more consultative owner–managers than men?
1. ‘The key to success in entrepreneurship is motivation’.Discuss this proposition with reference to (a) entrepreneurs from ethnic minorities, (b) entrepreneurs that are female and (c) entrepreneurs under the age of 25.
■ analyse how access to personal, public and private sector support can facilitate entrepreneurial activity.
■ analyse how culture can affect the rates of entrepreneurship;
■ identify the categories of personal risk involved in pursuing an entrepreneurial career;
■ understand how self-perceptions can influence the decision to engage in entrepreneurial activity;
■ identify the personal factors that influence entrepreneurial activity in a range of different contexts;
■ develop an action plan to address areas that may limit their ability to achieve their potential.
■ reflect on how their personal knowledge, skills and attitudes may impact upon their ability to achieve their personal, career or academic aspirations;
5. Argue for and against the view that entrepreneurs are more capable leaders than ‘ordinary’ managers.■ assess their own knowledge, attitudes and skills against those of a ‘typical’ entrepreneur;
4. Are entrepreneurial decisions made by the heart or the head?Analyse the role of intuition and gut-feel in entrepreneurial decision-making.
3. To what extent do you agree with De Bono that schools need to teach thinking skills if we are to encourage the development of an enterprise culture?
2. Analyse the extent to which learning capability is a prerequisite for the development and implementation of effective entrepreneurial strategies.
1. What is your preferred learning style? What implications does this have for your personal capability to be an effective manager of an entrepreneurial organization?
■ evaluate the role that the development of a robust learning capability has in the successful identification and implementation of entrepreneurial strategies.
■ identify the characteristics of successful learning organizations;
■ understand how entrepreneurial organizations manage the tensions and ambiguity in maintaining core business whilst investing in innovation;
■ understand how organizations can harness individual learning capabilities for competitive advantage;
■ explain how thought processes affect individual learning and decision-making;
5. As a newly appointed town centre manager in a run-down region of the country explain the steps you would take to begin the process of regeneration.
4. As a speaker at a conference of managers of small- and medium sized organizations from both public and private sectors, you have been asked to give a talk entitled ‘Innovation in the small organization’. Prepare the slides for your talk and include notes that refer to the important concepts
3. With a track record of successful entrepreneurship you have taken over responsibility for an organization that has a poor record of innovation. Explain the issues you would expect to have to resolve and the key actions that you would take to achieve a more innovative culture within the company.
2. Choose an organization that you consider to be very innovative.How has it achieved success so far and how can this be maintained in the future?
1. Explain the concepts of technical discontinuities and industry breakpoints. Using examples from one sector explain how the opportunities that result from them can be exploited by an entrepreneurial organization.
■ understand the critical success factors in innovation and the reasons for failure.
■ compare the alternative innovation stances;
■ understand innovation and the market breakpoints that often provide the spur to new developments;
■ understand the categories and dimensions of innovation and the features of the innovation process;
■ evaluate the stakeholder benefits that result from the opportunities identified and exploited;
■ identify the nature of innovation and appreciate its role in entrepreneurial activity;
5. If you were employed by the Regional Development Agency to encourage entrepreneurship in your region, how would you choose which start-up businesses to offer support to?
4. Imagine you are leaving your full-time managerial position to set up a business of your own. How might your successes and failures as a manager help you in becoming a successful entrepreneur?
3. Your organization is to offer a prize for ‘Entrepreneur of the Year’. What criteria would you use to select the winner, and why?
2. What are the key personality traits and characteristics of entrepreneurs? Explain which of these you feel can be acquired through learning, giving examples.
1. Are entrepreneurs born or can they be made? Justify your view by making reference to examples of success and/or failure of entrepreneurs.
■ evaluate the value of building entrepreneurial capacity in organizations and in the economy
■ understand how entrepreneurial capacity can be developed;
■ analyse how entrepreneurial behaviour is distinguishable from managerial behaviour;
■ recognize how personal circumstances can affect an individual’s motivation to become an entrepreneur;
■ evaluate the concepts and theories of what entrepreneurs are like and what they do;
5. Argue the case for and against public sector support being given to people wanting to start up their own business.
4. Is a region’s low level of enterprise due to a lack of entrepreneurs or an inappropriate or inadequate support infrastructure?
3. What factors influence the decision to become self-employed?
2. Do you think that entrepreneurs are calculated risk-takers?Give examples to illustrate your views.
1. How would you define entrepreneurship? Does it matter that we have a definition? Why/Why not?
■ assess whether initiatives to support the development of an‘enterprise culture’ have the impact they intend.
■ recognize the different contexts in which enterprise skills and behaviours arise;
■ understand the relationship between individual and organizational enterprise;
■ compare narrow and broad definitions, and evaluate their usefulness and purpose;
■ appreciate the different conceptual perspectives on entrepreneurship and innovation;
5 What could be additional ways to expand Mayamiko’s impact?
4 How would you keep in check Mayamiko’s scaling initiatives, to ensure that its growth is not coming to the detriment of its social impact?
3 Based on what you read, are there sources of impact currently not under the radar of Paola? Or is there impact she should not be considering?
2 What would be the benefts for Mayamiko to measure impact?
1 How can Mayamiko measure its impact?
4 And what options would you consider to scale up its impact?
3 What options would you consider to scaling up the operations of Mayamiko?
2 Do you think Mayamiko should scale up or just enjoy its momentum?What are the benefts and risks either way?
1 How could Mayamiko reduce its operational complexity without hampering its current success?

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Foundations Of Social Entrepreneurship Theory Practical Tools And Skills 1st Edition Tanja Collavo - Solutions

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