Entrepreneurship and Knowledge Management Minitrack
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Entrepreneurship is often synonymous with invention, flexibility, adaptability and innovation "on the fly." The dynamic nature of entrepreneurial ventures and start-ups makes it difficult for innovators to focus on knowledge management throughout the entrepreneurship process (innovation, triggering event, implementation and growth). The innovation stage calls for agility and, in highly technical and competitive industries, "tacit" knowledge sharing or "secrecy" until a patent on the invention is issued. The intermediate stages (triggering and implementation) are often characterized by business plans, presentations to potential angel investors, networking and outreach, and are less suited for knowledge capture, codification and transfer. Finally, the growth stage requires the entrepreneurial team to focus on processes, systems and codification to guarantee that the business becomes less dependent on the "whims" of the innovator but is able to become a larger organization. Explicit knowledge, rather than transfer of tacit knowledge is key in this stage. This minitrack welcomes research, cases and empirical evidence on the role that early integration of knowledge management principles and information systems may play in facilitating entrepreneurial enterprises and their longevity.
Potential topics that the minitrack will address are:
- Knowledge management and entrepreneurial enterprises
- Tools and techniques for knowledge management in start-up and small enterprises
- Knowledge management systems in support of entrepreneurship
- Knowledge creation and innovation in entrepreneurship
- Knowledge management and social entrepreneurship
- Digital entrepreneurship (high tech innovations and products) and knowledge management integration
- Digital collaboration and knowledge exchanges in entrepreneurial networks
- Business incubators and knowledge creation and transfer
- Incubators and maker spaces as hubs for knowledge creation
- The role of universities in facilitating entrepreneurial growth
Minitrack Co-Chairs:
Katia Passerini (Primary Contact)
St. John's University
Email: passerik@stjohns.edu
Michael Bartolacci
Penn State University - Berks
Email: mrb24@psu.edu
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Recent Submissions
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ItemData Analysis Services Related to the IoT and Big Data: Potential Business Opportunities for Third Parties( 2017-01-04)The Internet of Things (IoT) provides the tools for the development of a major, global data-driven ecosystem. When accessible to people and businesses, this information can make every area of life, including business, more data-driven. \ \ In this ecosystem, with its emphasis on Big Data, there has been a focus on building business models for the provision of services, the so-called Internet of Services (IoS). These models assume the existence and development of the necessary IoT measurement and control instruments, communications infrastructure, and easy access to the data collected and information generated by any party. \ \ Different business models may support opportunities that generate revenue and value for various types of customers. \ \ This paper contributes to the literature by considering business models and opportunities for third-party data analysis services and discusses access to information generated by third parties in relation to Big Data techniques and potential opportunities.
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ItemCollaboration and Critical Mass among Nascent Companies( 2017-01-04)The lure of social capital motivates startups to form in clusters with similar companies. However, having social capital is different from exploiting it, and there is conflicting research on the ultimate commercial success of cluster members. This work attempts to disambiguate the relationship between a startup’s membership in a cluster and the startup’s performance by modeling the availability of social capital separately from its use. Using the longitudinal Kauffman Firm Survey of 4928 companies founded in 2004 and the County Business Patterns from the United States Census Bureau, we compute a measure of relevant social capital available to a startup as the number of companies with the startup’s 2-digit NAICS code in the startup’s ZIP code, and the startup’s use of social capital as collaborations that impact the startup’s competitive advantage. We find that collaboration mediates the relationship between cluster density and firm revenue over its first eight years. This work suggests that the administrator of a critical mass of entrepreneurs, such as that of a business cluster or incubator, needs to promote the exploitation of its social capital and not just its accumulation.
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ItemAn Information System Design for Organizational Creativity Support( 2017-01-04)The aim of this paper is to explore the issue of organizational creativity support and to propose a conceptual framework for the design of an organizational creativity support system. In order to achieve the research goal, the logic of the discourse is as follows. At the start, a critical review of the relevant literature is conducted to identify the issue of computer organizational creativity support. Next, a multi-agent approach is described as a foundation for the design of the organizational creativity support system. Then, a comprehensive framework for the design of information systems to support organizational creativity is proposed. Finally, the idea of organizational creativity support system based on different intelligent agents is discussed. In conclusion, theoretical contributions and practical implications of the study are presented.
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