We all know that sustainable goals are a challenge and, specifically, firms play a key role in achieving them since they define and manage activities that impact our lives. For established firms, sustainable approaches are difficult to implement. For new firms, they may be not. More and more often, in fact, the new firms are born as good businesses: good as in ethical, good as in eco-sustainable and good as in performance (e.g., as measured by the SDGs). Scholars contributing to this volume have addressed their attention toward four main themes respectively dealing with: Opportunities for good (Part I); The influence of individual profiles on entrepreneurial processes for good (Part II); The type of firms and how they impact on entrepreneurial processes for good (Part III); The dynamics of entrepreneurial processes for good (Part IV). All the chapters included in the second volume of the series "Advances in Entrepreneurial Processes" are focused on entrepreneurial processes for good. The scholars contributing to this volume explore new approaches, open new perspectives of research, and share original results as well as they evoke additional contributions useful to advance the study of entrepreneurial processes.

If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.

This open access book focuses on explaining differences amongst organizations regarding various attributes, forms, and outcomes. By focusing on the “how” of new venture creation and management to produce well-established organizations, the authors aim to increase our understanding of the antecedents of most management research assumptions. New ventures are the source of most newly created jobs generated in an economy, new industries and markets, innovative products and services, and new solutions to economic, social, and environmental problems. However, most management research assumes a well-established organization as the starting point of their theorizing. Building on the notion of guided attention, it details how entrepreneurs can allocate their transient attention to identify potential opportunities from environmental change and how entrepreneurs allocate their sustained attention to form beliefs about radical and incremental opportunities requiring entrepreneurial action. The authors explain how entrepreneurs build such communities and engage community members over time to co-construct potential opportunities for new venture progress. Using the lean startup framework, they connect the dots between the theorizing on identifying and co-constructing potential opportunities and the startup of new ventures. This leads to a new overarching framework based on are (1) co-creating a startup, (2) organizing a startup, and (3) performing a startup to bring together the many disparate threads of research on new ventures. The authors then theorize on the importance of knowledge in organizational scaling. Based on cutting-edge research from the leading entrepreneurship journals, this book expands knowledge on the cognitive aspect of the new venture creation process.

Whether you've tried to systemise in the past or not, SYSTEMology provides a revolutionary approach to small business systems.

"This book is about Enterprise Resource Planning (ERP) systems implementation, focusing on business operations/processes and information systems to support business operations/processes"--Provided by publisher.

We all know that sustainable goals are a challenge and, specifically, firms play a key role in achieving them since they define and manage activities that impact our lives. For established firms, sustainable approaches are difficult to implement. For new firms, they may be not. More and more often, in fact, the new firms are born as good businesses: good as in ethical, good as in eco-sustainable and good as in performance (e.g., as measured by the SDGs). Scholars contributing to this volume have addressed their attention toward four main themes respectively dealing with: Opportunities for good (Part I); The influence of individual profiles on entrepreneurial processes for good (Part II); The type of firms and how they impact on entrepreneurial processes for good (Part III); The dynamics of entrepreneurial processes for good (Part IV). All the chapters included in the second volume of the series "Advances in Entrepreneurial Processes" are focused on entrepreneurial processes for good. The scholars contributing to this volume explore new approaches, open new perspectives of research, and share original results as well as they evoke additional contributions useful to advance the study of entrepreneurial processes.

Here, the author, an SAP R/3 expert and president of a consulting firm, shows readers how companies can achieve strategic goals through business process oriented implementation of software such as SAP R/3, Oracle, or Peoplesoft. The updated second edition of this best-selling title will help managers and consultants understand the necessary methods and tools.