ENTREPRENEURSHIP – CREATIVITY AND INNOVATIVE BUSINESS MODELS Edited by Thierry Burger-Helmchen Entrepreneurship – Creativity and Innovative Business Models Edited by Thierry Burger-Helmchen Published by InTech Janeza Trdine 9, 51000 Rijeka, Croatia Copyright © 2012 InTech All chapters are Open Access distributed under the Creative Commons Attribution 3.0 license, which allows users to download, copy and build upon published articles even for commercial purposes, as long as the author and publisher are properly credited, which ensures maximum dissemination and a wider impact of our publications. After this work has been published by InTech, authors have the right to republish it, in whole or part, in any publication of which they are the author, and to make other personal use of the work. Any republication, referencing or personal use of the work must explicitly identify the original source. As for readers, this license allows users to download, copy and build upon published chapters even for commercial purposes, as long as the author and publisher are properly credited, which ensures maximum dissemination and a wider impact of our publications. Notice Statements and opinions expressed in the chapters are these of the individual contributors and not necessarily those of the editors or publisher. No responsibility is accepted for the accuracy of information contained in the published chapters. The publisher assumes no responsibility for any damage or injury to persons or property arising out of the use of any materials, instructions, methods or ideas contained in the book. Publishing Process Manager Marina Jozipovic Technical Editor Teodora Smiljanic Cover Designer InTech Design Team First published February, 2012 Printed in Croatia A free online edition of this book is available at www.intechopen.com Additional hard copies can be obtained from orders@intechweb.org Entrepreneurship – Creativity and Innovative Business Models, Edited by Thierry Burger- Helmchen p. cm. ISBN 978-953-51-0069-0 Contents Preface IX Part 1 Ideas, Creativity & Entrepreneurship 1 Chapter 1 Entrepreneurial Creativity as Discovery and Exploitation of Business Opportunities 3 Vesa Puhakka Chapter 2 Inside the Entrepreneurial Event: Creating Schemata of Opportunity for New Business 25 Vesa Puhakka Part 2 New Business Models 39 Chapter 3 Incubation of New Ideas: Extending Incubation Models to Less-Favored Regions 41 António C. Moreira and Marta F. S. Carvalho Chapter 4 The Development and Implementation of Marketing Information System Within Innovation: The Increasing of Innovative Performance 59 Ondrej Zizlavsky Chapter 5 Brazilian Entrepreneurship Reality: A Trilogy of Imitation, Invention and Innovation 81 Eric Charles Henri Dorion, Eliana Andrea Severo, Pelayo Munhoz Olea and Cristine Hermann Nodari Chapter 6 New Service Ventures – Struggling for Survival 99 Jörg Freiling Chapter 7 Interfirm Alliances: A Collaborative Entrepreneurship Perspective 115 Mário Franco and Heiko Haase VI Contents Chapter 8 Attractiveness of European Higher Education in Entrepreneurship: A Strategic Marketing Framework 139 Angelo Riviezzo, Alessandro De Nisco and Maria Rosaria Napolitano Chapter 9 From Traditional Service to E-Service Market Change in Poland During Transformation 1989-2010 155 Anna Śliz and Marek S. Szczepański Chapter 10 Creative Business Model Innovation for Globalizing SMEs 169 Tõnis Mets Preface The birth and infancy of entrepreneurship was turned into a specific area of academic study and empirical research quite early. The field greatly evolved, and at the same time, a constant urge to deal with real problems existed, from firm creation to industrial growth, including firm strategy and economic policy. Economic, sociological, and managerial academics began to devise a detailed and interpretative framework for the study of entrepreneurship. Many people came from different fields, and there was a need to overcome the limitation of the standard neoclassical theory of entrepreneurship. New areas of research were embraced, thereby recognizing that powerful mechanisms are at work in entrepreneurship and require systematic analysis. The economics of entrepreneurship Entrepreneurship, in a very broad sense, has always been at the heart of firm and industrial dynamics – extoling its influence on a macro level. Starting with the analysis of the specific properties and effects of entrepreneurship as an economic function, researchers then proceeded to the historical and normative analysis of resource allocation mechanisms in the field of entrepreneurship. More generally, they analyzed the socio-economic institutions that could be relied upon to produce, mediate and favor entrepreneurship. Many authors tried to define Entrepreneurship: “Entrepreneurship is an act of innovation that involves endowing existing resources with new wealth-producing capacity” Drucker (1985) “Entrepreneurship is a process by which individuals pursue and exploit opportunities irrespective to the resources they currently control” Stevenson (1985) “Entrepreneurship is the creation of organizations, the process by which new organizations come into existence“ Gartner (1988) X Preface “Entrepreneurship is a way of thinking, reasoning, and acting that is opportunity drive, holistic in approach, and leadership balanced” Timmons (1997) “Entrepreneurship is about how, by whom, and with what consequences opportunities to bring future goods and services into existence are discovered, created and exploited” Venkataraman (1997) From these definitions, we can see that the academic understanding of entrepreneurship broadened over time. The first dimension of the entrepreneurial space is the continuum between economic approaches oriented towards the origin and context of entrepreneurship, social science approaches and managerial concerns. Among others, influences can also be found in the education context, or, the institutional context. And finally, researchers raised the question of what happens if we do not take those issues into account? What if we take them for granted and simply state that entrepreneurs do things differently, for whatever the reason and have ideas in different ways other than economic factors? The following table summarizes these three divisions of research in entrepreneurship. Approaches Classical economic and social context Where Education, development and institutional context Why Managerial context How Description of the entrepreneur, object of the study: The entrepreneur is an important element of macro and local development. The impact can depend on gender, geographical location and social context. Is one a born entrepreneur? Does one become an entrepreneur through a specific education system or a special institutional context? The entrepreneurial process, the detection of opportunities, the development of ideas, creativity, and innovation. The construction of new business models Sectors of interest: Political level (country, region, town level) Educational system, historical studies, political influence Economists involved in theory of the firm, management science [...]... volume Entrepreneurship - Ideas, Creativity and Innovative Business Models is more managerial oriented and takes into account the detection of opportunities, the creative processes, and the impact of the entrepreneurial mindset on business models Entrepreneurship – Creativity and innovative Business Models This book on entrepreneurship is composed of two sections Section I: Ideas, Creativity, and Entrepreneurship. .. Person and Creative Process New York: Holt Baumol, W (1993) Formal entrepreneurship theory in economics: existence and bounds Journal of Business Venturing 8:4, 19 7–2 10 Bull, I and G Willard (1991) Towards theory of entrepreneurship Journal of Business Venturing 8:3, 18 3–1 95 20 Entrepreneurship – Creativity and Innovative Business Models Burrell G and G Morgan (1979) Sociological Paradigms and Organizational... (1943) and Fromm (1947) (see also Heikkilä and Heikkilä 2001) Rogers placed particular emphasis on freedom and safety as sources of creativity, meaning that creativity cannot be forced or mandated, but springs from free will, like a child's play (see West 1990) Freedom permits the individual to access primal processes and tap into unconscious 10 Entrepreneurship – Creativity and Innovative Business Models. .. have the ability to tap into the preconscious and conscious, and even to access the unconscious, and use the symbol collections found there as material for self-fulfilment 16 Entrepreneurship – Creativity and Innovative Business Models (Kris and Kurz 1981; Kubie 1958) Thus, they pursue their internal intentions under conscious control and exploit preconscious and unconscious deep structures to find an... Journal 4(1): 6 6–8 4 24 Entrepreneurship – Creativity and Innovative Business Models Woodman, R (1981) Creativity as a construct in personality theory Journal of Creative Behavior, 15: 43-66 Woodman, R., J Sawyer and R Griffin (1991) Toward a theory of organizational creativity Academy of Management Review, 18(2), 293-321 Woodman, R and L F Schoenfeldt (1989) Individual differences in creativity: an... was merely to provide a theoretical and historical framework for discussion It may be concluded that the different schools have brought different perspectives and different units of observation to bear on creativity Some focus on the individual, others on the process and yet others on the 14 Entrepreneurship – Creativity and Innovative Business Models context of creativity Many have a shared interest... research Entrepreneurial Creativity as Discovery and Exploitation of Business Opportunities 5 2 Theoretical background — entrepreneurship as the creation of new business A core attribute of entrepreneurship is the ability to develop and exploit business opportunities (Shane and Venkataraman 2000) Some have gone as far as claiming that in today's complex and ever-changing financial and business environments,... the entrepreneur and the environment are in continuous dynamic interaction Occurring within this space is something that absorbs influences from present business activities, bringing chaos and discontinuity into it How can we characterize this process is the question that the next section seeks to answer 6 Entrepreneurship – Creativity and Innovative Business Models 3 Processing of business opportunity... would be able to utilize proven solution models, either directly or in modified form This is prevented by the dynamic and complex nature of the situation, compelling the entrepreneurial mind to jettison past solutions and devise a new one, which manifests itself as a business opportunity (see Saariluoma 1990) 8 Entrepreneurship – Creativity and Innovative Business Models In a rational process, the entrepreneur... tools for explaining and understanding the genesis of novelty, which is an integral part of competitive business (de Konig and Muzyka 1996; Muzyka, de Koning and Churchill 1997) It also provides a basis for understanding the emergence of new business (Hills, Shrader and Lumpkin 1999) This section aims at using major theories of creativity to provide a conceptual framework for creativity and then anchoring . ENTREPRENEURSHIP – CREATIVITY AND INNOVATIVE BUSINESS MODELS Edited by Thierry Burger-Helmchen Entrepreneurship – Creativity and Innovative Business Models. mindset on business models. Entrepreneurship – Creativity and innovative Business Models This book on entrepreneurship is composed of two sections. Section I: Ideas, Creativity, and Entrepreneurship. Entrepreneurship – Creativity and Innovative Business Models 6 3. Processing of business opportunity — a creative or rational undertaking As an organizational process, the task of entrepreneurship