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Reconciling Entrepreneurial Culture with Knowledge Management and Organizational Learning

By Kambeiz Talebi


Abstract—One school of thought regarding encouraging innovation and supporting new ventures contends that the best way to nurture innovation and new product development in an organization is to create separate business units, even separate companies, shielding the new venture from the current business (Christensen & Overdorf, 2000). Others (Day & Wendler, 1998) suggest that our very conception of organizational structure needs to change and to encourage innovation we should integrate various external entities into our processes, including networks (Cross et al, 2007; Rizova, 2006), suppliers (Dyer & Hatch, 2004), users of products and services (von Hippel, 2005). However, there is also much to be said for keeping innovations and new ventures close to the core of the organization, to benefit from organizational economies of scale allowing new venture managers to concentrate on innovating. The tensions, however, between localized project-level entrepreneurshi

Year: 2011
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