Creativity as a Competitive Entrepreneurial Enabler

Interest in business management thinking and innovation has continued to grow during recent decades. The Scottish Government identifies that a large proportion of new and start up businesses fail within the first 2 years. Consequently, there are many areas for the start-up entrepreneur to get information and help, nonetheless the trend remains. This study offers an alternative method for deciding on intrinsic success factors by outlining the relationship between business start-ups, creativity, and innovation. The focus was on creativity, as an entrepreneurial characteristic, links or effects the start-upcapability of the entrepreneur.The study used a qualitative method to interpret this complexity and this became more apparent as the study progresses since innovation and innovation which supports a business start-up assume holistic, flux-like and complex concepts. Four main themes emerged from the thematic data analysis; Leadership; Ability to Change; Creativeness and Collaboration. Findings from the study indicate that business management thinking and innovation underpinned by perspective themes, help the entrepreneur see and appreciate the complex multi-faceted interactions of innovation, perhaps better than an average person. However, actual definition of the precise mechanisms needed to support business start-ups drawn from creativity were difficult to establish.In conclusion, the study has to say that while elements of creativity were present with each of the entrepreneur and were clearly significant to the success of the start up, it would seem very difficult to actually identify if there is such a thing as a guaranteed creativity template for success

Theoretical Development: Specialism, Achievement, Coordination, (SAC) model – Kantian Perspective

From a Kantian perspective, in this discussion, we looked to develop a new multi perspective model to scrutinise psychological processes involved in forming positive decision-making protocols, based on formulated expectations and/or impacts to a positive outcome. Within the study, sales executive research conference, we used aspects drawn from Lyapunov theory, which concerns the behaviour of dissimilar but "proximate" resolutions to a specific problem, to investigate dynamic factors of personalised key expectations. This was done in an effort to develop effective attribution linked factors applicable in areas of specialised research (sales). The new structure adopted, called the (SAC) perspective, includes aspects of (Specialism), whereby, Persons or information, which can help, deliver applicable insights and deliver information on the product in the right manner. (Achievement), whereby personalised achievement may be aligned to the objectives of the organisation. (Coordination), whereby, personalised involvement coordination related to activities such as reporting, analysis, relationship building. Utilisation of this paradigm allowed determinable elements of expectation, which, directly linked to specific events and facilitate elements of personalised interest underpinning aspirational outcome(s). Thus, making decision making a more a priori judgment, and therefore, easier to predict and act upon

The Value of Knowledge Transfer Mechanisms.

Agreement within current literature accepts that appropriate techniques and strategies are needed to officiate the multi-faceted nature of knowledge and knowledge transfer processes in a business context. Further, complex mechanisms are essential to maintain and support the subsequent paradigms needed to orchestrate its usefulness to an organisation. In this paper we reflect on the multi-faceted resources, often found within a business framework, and consider if they must be within existing social context and are additional ‘structural’ features, which tend to augment complexity of any existing processes or procedures. We suggest that complex knowledge and knowledge transfer scenarios such as this reflect the number of interdependent technologies, routines, individuals, and resources, but must be linked to a particular knowledge or knowledge transfer mechanism to be effective. Although, in a business context, infrastructure may be desirable, the assumption from many arguments is that, given the correct framework of governance in whatever form it is described, knowledge derived from a governance framework will become valuable. As a focus for discussion, we suggest that a counter argument from this position may be that whilst the resultant transfer of knowledge may be useful to the business in terms of resource efficiency, any knowledge value will derive from the success of the transfer practice

Creativity as a Competitive Entrepreneurial Enabler

Interest in business management thinking and innovation has continued to grow during recent decades. The Scottish Government identifies that a large proportion of new and start up businesses fail within the first 2 years. Consequently, there are many areas for the start-up entrepreneur to get information and help, nonetheless the trend remains. This study offers an alternative method for deciding on intrinsic success factors by outlining the relationship between business start-ups, creativity, and innovation. The focus was on creativity, as an entrepreneurial characteristic, links or effects the start-up capability of the entrepreneur. The study used a qualitative method to interpret this complexity and this became more apparent as the study progresses since innovation and innovation which supports a business start-up assume holistic, flux-like and complex concepts. Four main themes emerged from the thematic data analysis; Leadership; Ability to Change; Creativeness and Collaboration. Findings from the study indicate that business management thinking and innovation underpinned by perspective themes, help the entrepreneur see and appreciate the complex multi-faceted interactions of innovation, perhaps better than an average person. However, actual definition of the precise mechanisms needed to support business start-ups drawn from creativity were difficult to establish. In conclusion, the study has to say that while elements of creativity were present with each of the entrepreneur and were clearly significant to the success of the start up, it would seem very difficult to actually identify if there is such a thing as a guaranteed creativity template for success

The Value of Knowledge Transfer Mechanisms.

Agreement within current literature accepts that appropriate techniques and strategies are needed to officiate the multi-faceted nature of knowledge and knowledge transfer processes in a business context. Further, complex mechanisms are essential to maintain and support the subsequent paradigms needed to orchestrate its usefulness to an organisation. In this paper we reflect on the multi-faceted resources, often found within a business framework, and consider if they must be within existing social context and are additional ‘structural’ features, which tend to augment complexity of any existing processes or procedures. We suggest that complex knowledge and knowledge transfer scenarios such as this reflect the number of interdependent technologies, routines, individuals, and resources, but must be linked to a particular knowledge or knowledge transfer mechanism to be effective. Although, in a business context, infrastructure may be desirable, the assumption from many arguments is that, given the correct framework of governance in whatever form it is described, knowledge derived from a governance framework will become valuable. As a focus for discussion, we suggest that a counter argument from this position may be that whilst the resultant transfer of knowledge may be useful to the business in terms of resource efficiency, any knowledge value will derive from the success of the transfer practice