Knowledge Networks: Differences and Performance Effects

A  survey  of  141 small  &  medium  sized  enterprise  (SME) principals  reveals  two distinctly different types of knowledge networks  based upon the principal s perception of whether or not networks provide a significant benefit to their firm.   Significant differences exist in the type  of  information  exchanged,  the type  of  networks  maintained,  and  how  networking activities contribute to the competitive position and performance of the firm.  Firms that see benefits  to  networking  maintain  intense  and  broad  networks  oriented  towards  potential knowledge.   Assimilating  this knowledge, they gain competitive advantage and maintain higher levels of performance. Those that do not see a benefit to networking activities maintain less  intensive  networks,  exchanging  experientially  based  information;  information that  is 'tried and true" and which can be adapted to incrementally improve their operations

Taking the engineering path to business leadership and entrepreneurial success in Canada and USA

A cross-sectional longitudinal study of Canadian graduate engineers yielded unexpected percentages of engineers gravitating towards entrepreneurial opportunities. The aggregate of the classes of 1954, 1959, and 1964 demonstrate entrepreneurial / intrapreneurial outcomes at a rate that is many times higher than the general population. The rate is well over double the rate cited previously for engineers intending to pursue entrepreneurial outlets (Tremblay et al. 1998; Tremblay et al. 2007). This paper explores possible reasons for those findings. Existing literature is combined with a crosssectional, longitudinal study of graduate engineers. Interpretive insight is offered from a separate exploratory study investigating the value of knowledge. Seeking to understand the high incidence of engineers gravitating to entrepreneurial opportunities, we refer to a separate study exploring potential knowledge; how knowledge is valued, and how the value of knowledge is shared between the organization and the employee. We present a framework for knowledge to be applied, or potential. Firms that saw potential knowledge in some employees recognized and captured its economic value. Instead of sharing the value generated by the knowledge with the individual, the firms indicated increasing the work load and adding responsibilities to the individual. We advance a proposition that the selection and training of engineers emphasizes potential knowledge, which is a form of intellectual property; a resource with economic value. As a valuable resource, one can expect the individual to seek a reasonable return on this asset. If the firm appropriates all of the returns, it is reasonable to expect the individual to seek a higher personal return from his or her intellectual property. Those with potential knowledge may seek alternative opportunities to capture some of the value of their intellectual property for themselves, and thereby pursue entrepreneurial outlets even if they had not initially intended or desired to do so

Professional Occupations, Knowledge-Driven Firms, And Entrepreneurship: A National And Regional Analysis

The worldwide dominance of Western nations in commercial knowledge-intensive services has declined between 1995 and 2010, but the slippage in revenue was only from 88 to 79 percent. The European Union and North America remain the two largest regions in consumption and in exporting. Four professional service sectors—accounting, law, engineering, and management consultancy—have shown stability or even growth in the past decade. Entry and expansion requirements in these fields, at home and abroad, constitute barriers for both individual professionals and companies. Entrepreneurship is evident in these sectors, as small and medium size enterprises have maintained their viability against large firms. Only accountancy shows a high degree of concentration, but competition in this sector, too, is expected from the emerging economies, especially China. Professional service firms of the West have forged strong linkages with both domestic and foreign clients via relationship marketing. Technology is an important factor via automation. Although each of the four sectors is facing both external and internal challenges, they continue to grow and appear to be meeting the challenges in part by more innovation and transparency

Business in the U.S. Democracy

This paper discusses a model of business in a “democracy” by identifying the three underlying concepts; the individual, the collective (society), and the government (system and mechanics).  Furthermore, each of these elements is also a multi-factor construct.  The foundations and development of the United States is discussed. The exploration, discovery and development of any new country require risk taking and innovative behavior, which was instrumental in the creation of heroes and myths, which shaped much of the culture. From this background, some of the principle characteristics of the entrepreneur are explored and correlated to some generally accepted measures of national culture.  The concepts are developed; their inter-relationships and the resulting dynamics are presented.  The foundation(s) and uniqueness of the U.S. form of democracy is explored as a government typology.  Data is presented exhibiting the variability of business confidence, and a conclusion is reached that the attitudes and policies of the government have a greater impact on business formation and success than the form of government

The Western Ways Of Management Consultancy: Shifting From Credentials To Competency And Creativity

How to be entrepreneurial in the field of management consultancy during an economic downturn, while new technologies come to the forefront? Much of the answer lies in stepped up marketing efforts and in cost-cutting measures. In addition, however, it is crucial to embrace new ideas and techniques. The large consultancies as well as small firms or individual practitioners from the West will have to adjust their philosophy and style to this new environment – by emphasizing their industry and functional competencies along with creativity and innovation, rather than their credentials. By data mining, we have been fortunate to come across three Western nations, the United Kingdom, France, and Spain that provide recent statistics on management consultancy. The future will depend not only on the success of existing firms, but on opportunities for the rise of new ventures. The future contours of management consultancy are being carved steadily by organizations, large and small. The large consultancies seek to avoid regulation at all costs. How can small management consultants prosper now and later? They can adopt the credo of marketing orientation and entrepreneurship to heart: they must be proactive, innovative, and risk-taking

The Western Ways Of Management Consultancy: Shifting From Credentials To Competency And Creativity

How to be entrepreneurial in the field of management consultancy during an economic downturn, while new technologies come to the forefront? Much of the answer lies in stepped up marketing efforts and in cost-cutting measures. In addition, however, it is crucial to embrace new ideas and techniques. The large consultancies as well as small firms or individual practitioners from the West will have to adjust their philosophy and style to this new environment – by emphasizing their industry and functional competencies along with creativity and innovation, rather than their credentials. By data mining, we have been fortunate to come across three Western nations, the United Kingdom, France, and Spain that provide recent statistics on management consultancy. The future will depend not only on the success of existing firms, but on opportunities for the rise of new ventures. The future contours of management consultancy are being carved steadily by organizations, large and small. The large consultancies seek to avoid regulation at all costs. How can small management consultants prosper now and later? They can adopt the credo of marketing orientation and entrepreneurship to heart: they must be proactive, innovative, and risk-taking