Managing Knowledge Intensive Entrepreneurship

Managing Knowledge Intensive Entrepreneurship

Maureen McKelvey and Astrid Heidemann Lassen

The book uniquely combines an academic review of theoretical and empirical contributions with an analysis of the practical implications for engaging in and learning about venture creation. The authors concentrate on specific types of firms reliant upon advanced knowledge and show how a systemic perspective of entrepreneurship is required, involving design thinking, in order to capture the relationships between individual, venture and eco-system.

Chapter 3: Accessing resources and ideas

Maureen McKelvey and Astrid Heidemann Lassen

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


This chapter focuses upon accessing resources and ideas. These can be seen as inputs affecting KIE and venture creation. There are some aspects that are directly related to the individual founder, and some related to how to access resources and ideas from the external environment. This chapter addresses the processes and KIE phenomena before the venture is created. The proposition for this chapter is as follows: Accessing inputs, which are resources and ideas, is crucial to starting the company. This phase refers to the processes and phenomena before the venture is created, but also takes up subjects like financing that remain relevant during later management phases. The emphasis is on how and why to use resources and ideas that are linked to the founder or that can be transferred from the ecosystem and external environment to the venture. This focus on inputs reflects the fact that KIE ventures rarely come out of the blue. Indeed, the KIE venture often draws upon existing organizations, and this leads to many decisions about how and why to use them to balance planning and emergent opportunities. So, even though we talk about resources and ideas as inputs, this does not mean that they only exist before the venture is created, or pre-venture. Indeed, KIE ventures must continually access some variables, especially financing, in order to support their opportunity recognition and real- ization. Thus, in that sense, KIE ventures must continue to create and design their opportunities. They need knowledge from the domains of the scientific, the technological and the creative;

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