Table of Contents

How Entrepreneurs do What they do

How Entrepreneurs do What they do

Case Studies in Knowledge Intensive Entrepreneurship

Edited by Maureen McKelvey and Astrid Heidemann Lassen

How Entrepreneurs Do What They Do presents 13 case studies of knowledge intensive entrepreneurship. The book focuses on ‘doing’, in essence, what happens when entrepreneurs are engaging practically in venture creation processes.

Chapter 15: Further developing the ideas

Maureen McKelvey and Astrid Heidemann Lassen

Subjects: business and management, entrepreneurship, knowledge management, organisational innovation, innovation and technology, knowledge management, organisational innovation


In this book we have presented 13 case studies on knowledge intensive entrepreneurship (KIE) under the three broad sectors of transversal technologies, engineering and software; lifestyle technologies; and human health care and food. Together the case studies show the diversity of KIE as well as how entrepreneurs engage in processes of KIE and how these processes are supported by the broader societal context in reality. The case studies give real-life depth and breadth to the conceptual understanding of KIE presented in the companion book Managing Knowledge Intensive Entrepreneurship. Taken together, this case study book is useful for understanding the ‘doing’ of creating ventures through this type of entrepreneurship, as illustrated through the case studies and empirical insights, as well as the KIE creation model with the companion book (McKelvey and Lassen, 2013) focusing upon the ‘knowing’ related to structuring our understanding. The model is found in Chapter 1, Figure 1.1, and is based upon this underlying conceptual framework. Much of the knowledge relevant for a specific firm will be developed when the firm is being started and is up and running. Thus, the entrepreneur and the reader interested in starting a firm will have to balance ‘doing’ and ‘knowing’. By ‘doing’ we mean engaging practically in actual venture creation processes. By ‘knowing’ we mean learning through specific empirical examples and case studies as well as general knowledge and tools for evaluating processes and outcomes. Both ‘doing’ and ‘knowing’ are vital in helping the reader understand how and why they make good choices in practical action.

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