Annotation. The nature of immigrant entrepreneurship is changing in Dutch society. Nowadays, many immigrant entrepreneurs start businesses in producer and personal services instead of more traditional sectors such as retail or hotel and catering. At the same time, a growing number of second-generation immigrants are setting up their own firms in the Netherlands. These second-generation immigrants-born and/or raised in the receiving country-are following different trajectories in comparison with first-generation immigrant entrepreneurs, indeed displaying a move away from traditional immigrant niches. Yet studies on second-generation immigrant entrepreneurs remain limited in both the Dutch and international literature on this subject. This study presents one of the first explicit comparisons between first and second-generation self-employed immigrants. The embeddedness of immigrants in local and transnational networks and the dynamics of the markets in which these entrepreneurs are active are examined based on in-depth interviews with immigrant entrepreneurs in Dutch cities. In doing so, this study provides a vivid, longitudinal view of first and second-generation immigrant entrepreneurs, their incorporation into Dutch society, their businesses and business development(s). This title can be previewed in Google Books - http://books.google.com/books?vid=ISBN9789053569726. This title is available in the OAPEN Library - http://www.oapen.org.

Insight and analysis on the strategies that have led to China's rapid economic expansion China's rapid economic growth has made it a vital market for the biggest multinational corporations, most of which have invested heavily in China. Yet those corporations face their toughest competition not from other multinationals, but from China's own homegrown businesses. China's entrepreneur class has grown and their businesses are succeeding primarily due to their knowledge of the domestic market, quick adaptation to market changes, and their resourcefulness. To paraphrase Sun Tzu, it is best to know one's enemy. Made in China gives executives at multinationals the inside insight they need to compete with China's homegrown businesses before they lose out.

New organizations do not emerge full blown from the idiosyncratic minds of individual entrepreneurs. Their ideas for new organizations, their ability to acquire capital and other essential resources, and their likelihood of survival as entrepreneurs derive from the contexts in which they live and work. The Entrepreneurship Dynamic explores the conditions that prompt the founding of large numbers of new organizations or entirely new industries, and the effects on existing industries, economies, and societies.

"Entrepreneurial ecosystems involve a complex synergy of factors, including social and structural changes that are frequently cumulative within territories, promoting the improvement of citizens' quality of life and higher development levels. Further, dynamic territories are characterized by constant change, activity and progress. Each chapter in this volume examines a specific entrepreneurial ecosystem in an effort to describe why and how certain companies and organizations manage to overcome adversities and achieve strong performance, while others fail. Unlike the conventional focus, the volume examines microenterprises and Small and Medium Enterprises (SMEs), while also discussing selected experiences and case studies from developed and developing countries alike."--

Are you at risk of being trapped in an uncompetitive business? Chances are the strategies that worked well for you even a few years ago no longer deliver the results you need. Dramatic changes in business have unearthed a major gap between traditional approaches to strategy and the way the real world works now. In short, strategy is stuck. Most leaders are using frameworks that were designed for a different era of business and based on a single dominant idea—that the purpose of strategy is to achieve a sustainable competitive advantage. Once the premise on which all strategies were built, this idea is increasingly irrelevant. Now, Columbia Business School professor and globally recognized strategy expert Rita Gunther McGrath argues that it’s time to go beyond the very concept of sustainable competitive advantage. Instead, organizations need to forge a new path to winning: capturing opportunities fast, exploiting them decisively, and moving on even before they are exhausted. She shows how to do this with a new set of practices based on the notion of transient competitive advantage. This book serves as a new playbook for strategy, one based on updated assumptions about how the world works, and shows how some of the world’s most successful companies use this method to compete and win today. Filled with compelling examples from “growth outlier” firms such as Fujifilm, Cognizant Technology Solutions, Infosys, Yahoo! Japan, and Atmos Energy, The End of Competitive Advantage is your guide to renewed success and profitable growth in an economy increasingly defined by transient advantage.

The playing field for business has changed significantly in recent decades. The pace of change is accelerating, driven by increased technological progress and shrinking business lifespans. Economic and political uncertainty has risen dramatically and is likely to remain at elevated levels. Industry boundaries are blurring, increasing the potential paths to competitive disruption. Strategy is not dead—in fact, as the gap between winners and losers within industries continues to grow, it is more important than ever. However, the playbook needs to be reinvented for today’s business environment. Classical sources of competitive advantage, such as scale and differentiation, have not gone away, but they have been complemented by new dimensions of competition. This book discusses the new role of strategy in a dynamic, unpredictable context. Part 1 of this book revisits classical strategy frameworks and what changes should be made to apply them to the modern era. Part 2 discusses new strategic capabilities companies need today, such as adapting to uncertain environments and shaping new or disrupted ones. Part 3 examines the expanding boundaries of strategy, including new competitive imperatives as well as the wider range of timescales on which businesses must now operate. Drawing on the work of the BCG Henderson Institute and its fellows and ambassadors over several years, Dynamic Strategy will help business professionals as well as academics and students with an interest in strategy understand the new competitive challenges that businesses face and develop a playbook to address them. Events around the book Link to a De Gruyter Online Event in which Martin Reeves, Chairman of the BCG Henderson Institute, talks about successful business strategies in turbulent times: https://youtu.be/84YE4DBdQpo

This timely and innovative book focuses on budgeting control and ongoing Beyond Budgeting trends and its consequences for the organization.