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33. Ideation

Author

Kuratko, Donald F., primary and Hornsby, Jeffrey S., additional

Published
2020
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38. Entrepreneurial Innovation Responsibility (EIR): Mitigating the Political Risks of Disruptive Innovation.

Author

Goldsby, Michael G., Kuratko, Donald F., Nelson, Thomas E., and Neck, Christopher P.

Subjects
BUSINESSPEOPLE, SOCIAL responsibility of business, DISRUPTIVE innovations, CONCEPTUAL history, SOCIAL entrepreneurship
Abstract

Corporate Social Responsibility (CSR) is a concept with a long history in research literature and the classroom. However, CSR mainly pertains to established companies with extensive resources and influence in markets and communities. Startups may acquire this influence, but it is likely to be in the future. As entrepreneurs build their businesses, current concerns related to establishing their products and enterprises is of utmost consideration. The startups with the most upside for investment opportunities pursue entrepreneurial innovation. Yet, entrepreneurial innovation changes not only markets but society itself. For many entrepreneurs, they do not consider the ramifications and challenges society and government may bring as the status quo is disrupted. Therefore, in this paper, we offer Entrepreneurial Innovation Responsibility (EIR) as a concept tailored to the unique challenges startup entrepreneurs may face. EIR is grounded in entrepreneurship and corporate social responsibility research and is a forward-looking approach to help entrepreneurs consider and plan for stakeholders who may resist the innovations they bring to the world. We provide a four-step process for mitigating these risks, as well as examples for illustrating how the process can be applied. [ABSTRACT FROM AUTHOR]

Published
2024
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42. Planning in Small Business: Lessons from the Business Owners. SBDC Professional Enrichment.

Author

Naffziger, Douglas W. and Kuratko, Donald F.

Abstract

A survey of 255 owners of independent businesses in the Midwest investigated their planning activities. Findings indicate that a large majority of the owners of existing businesses engage in both long-term and short-term planning. They believe that some of their planning is beneficial. However, most believe that they are only moderately well organized and they are only moderately satisfied with their efforts. Educators can help small business owners improve the quality of their planning. They need to be familiar with a definition of planning and the seven most common types of plans: strategic, business, marketing, financial, human resource development, operation, and action. Most small businesses need only three main classes of plans: long range, program, and annual or budgets. One widely held theory says that resistance to planning stems from resistance to change. Change is more acceptable when it is understood, does not threaten security, follows a series of successes, is inaugurated after prior change has been assimilated, and has been planned and if the organization has been trained to plan for improvement. Another important factor to consider is skepticism about the value of planning. Educators should be aware of potential problems and help business owners avoid them. They need to read books and go through the training process so they better understand and anticipate potential problems. (A planning resources bibliography cites 21 books and 17 articles. Twelve footnotes are appended.) (YLB)

Published
1992

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