Entrepreneurship and Organised Crime

Entrepreneurship and Organised Crime

Entrepreneurs in Illegal Business

Petter Gottschalk

Entrepreneurship and Organised Crime provides a fresh and realistic insight into the problem of organised crime activity and the role of entrepreneurs in illegal business.

Chapter 7: Strategic Planning for Criminal Entrepreneurship

Petter Gottschalk

Subjects: business and management, entrepreneurship


Developing a strategy for criminal entrepreneurship is taken to mean thinking strategically and planning for the effective long-term application and optimal impact of resources to support organized crime in criminal business. Strategy can simply be defined as principles, a broad-based formula, to be applied in order to achieve a purpose. These principles are general guidelines covering the daily work to reach business goals. Strategy is the pattern of resource development and application decisions made throughout the organization. These encapsulate both desired goals and beliefs about what are acceptable and, most critically, unacceptable means for achieving them. Part of an entrepreneurial strategy is typically what Davidsson (2008) labels ‘new offer’ by introducing a new product or service. Also included in an entrepreneurial strategy is organizational change, which will be applied in this chapter in terms of new information and communication technology. Such organizational entrepreneurship is typically labelled intrapreneurship. Strategy is both a plan for the future and pattern from the past; it is the match an organisation makes between its internal resources and skills (sometimes collectively called competencies) and the opportunities and risks created by its external environment. Strategy is the long-term direction of an organization. Strategy is the course of action for achieving an organization’s purpose. Strategy is the direction and scope of an organization over the long term, which achieves advantage for the organization through its configuration of resources within a changing environment and to fulfil stakeholders’ expectations (Johnson and Scholes, 2002). Based on the resulting strategy for resource...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information