05Schumpeter-Entrepreneurship and Innovation
entrepreneurship作文
entrepreneurship作文Entrepreneurship is a vital force in today’s economy, driving innovation, creating jobs, and fostering economic growth. It involves the process of starting and managing a new business venture, often characterized by risk-taking and a willingness to embrace uncertainty. Entrepreneurs are individuals who identify opportunities, develop ideas, and transform them into viable businesses.One of the most significant contributions of entrepreneurship is innovation. Entrepreneurs are often at the forefront of creating new products, services, and technologies that can change the way we live and work. For example, companies like Apple and Tesla have revolutionized their respective industries through innovative thinking and bold execution. This spirit of innovation not only leads to better products but also improves overall quality of life and enhances productivity in society.Moreover, entrepreneurship plays a crucial role in job creation. Small businesses, often started by entrepreneurs, are responsible for a substantialportion of new jobs in many economies. By launching new ventures, entrepreneurs not only provide employment opportunities for themselves but also contribute to the broader labor market. This job creation is essential for reducing unemployment and boosting economic stability.Furthermore, entrepreneurship fosters competition, which can lead to lower prices and improved services for consumers. When new businesses enter the market, they challenge established companies to innovate and improve their offerings. This competition encourages efficiency and drives businesses to meet the evolving needs of consumers. As a result, consumers benefit from a wider range of choices and better quality products.However, entrepreneurship is not without its challenges. Entrepreneurs often face significant risks, including financial uncertainty and the potential for failure. Many startups do not survive their first few years, and the journey can be fraught with obstacles. Nevertheless, the resilience and determination of entrepreneurs often lead them to find creativesolutions to these challenges, thus contributing to their personal growth and the advancement of society.In conclusion, entrepreneurship is a crucial element of a dynamic economy. It drives innovation, creates jobs, fosters competition, and ultimately leads to economic growth. Despite the risks and challenges, the rewards of entrepreneurship are significant, not only for the entrepreneurs themselves but also for society as a whole. Embracing the entrepreneurial spirit can lead to a brighter future filled with opportunities and advancements.中文翻译：创业是在当今经济中一种重要的力量，它推动着创新、创造就业机会并促进经济增长。
entrepreneurshippolicytheoryandpractice
International Entrepreneurship and Management Journal1,557–559,2005c 2005Springer Science+Business Media,Inc.Manufactured in The United States.Book ReviewAnders Lundstr¨o m and Lois A.Stevenson,editors(2005)Entrepreneurship Policy:Theory and Practice.Springer,New York,NY.Reviewed by David A.Kirby.I liked this book.It is written by an academic(Lundstrom)and a practitioner(Steven-son).However,while Lundstrom is a former practitioner,Stevenson is a former aca-demic.Thus the two have an understanding not just of each others’areas of profes-sionalism but of both the theory and practice of entrepreneurship policy.The result is a most illuminating and thorough text.In the main,it is based on empirical re-search.First,the authors undertook a study of what the governments in ten countries (Australia,Canada,Finland,Ireland,the Netherlands,Spain,Sweden,Taiwan,the UK,and the USA)are doing to stimulate entrepreneurial activity at the national level. These ten countries were selected on the basis of their diversity,in particular their dif-ferent cultural and socio-economic contexts,as well as the focus on entrepreneurship as a vehicle for economic development.The study revealed that in most cases the policies to stimulate entrepreneurship have been added on to existing SME policies or,to a lesser extent,incorporated within innovation policy frameworks.Accordingly they are able to identify a four-fold typology of entrepreneurial policy approaches,namely–Policies to Improve Access to Start-up Support Services and Financing (E-Extension Policies)–Policies in Favour of reducing Barriers to Entry and Exit(New Firm Creation Policy)–Policies Tailored to Increasing Entrepreneurial Activity amongst Specific Groups of the Population(“niche”Entrepreneurship Policy)–Policies to Strengthen Entrepreneurial Culture,Climate and Capacity(“Holistic”Entrepreneurship Policy)They conclude that in only3countries(Finland,Netherlands and the UK)is a“holistic”policy approach adopted that integrates the three other types.This is the most compre-hensive type intended“to achieve higher levels of dynamism,innovation,productivity and growth through robust entrepreneurial activity—to become more entrepreneurial societies”(p.125).Following on from this investigation,they present the results of an exploration of en-trepreneurship policy development in thefive Nordic countries of Denmark,Finland, Iceland,Norway and Sweden.Given the countries included in thefirst phase of the research,and thefindings from it,this does not seem to be a very logical choice of countries and is,perhaps,the most disappointing aspect of the research.Why did the authors not carry out,instead,cases of countries representing the different typologies?558KIRBY The justification for the selection is that they“wanted to examine whether a set of countries with similar“contexts”would produce similar entrepreneurship policy ap-proaches”(p.xi).What they found was that although the countries were not as similar in context as wasfirst thought,there was considerable similarity in terms of the choice of policy measures,afinding identified previously in a somewhat earlier related and more focused investigation(Ekhaugen et al.,1980).However,the book is broader than just the presentation of the researchfindings.It discusses the whole issue of what constitutes an entrepreneurial culture and how policy can best promote entrepreneurial activity.The book is divided into7chapters and in chapter1(Introduction)the authors discuss why entrepreneurship policy is important, highlighting recent developments in research knowledge about factors affecting en-trepreneurial activity levels and exploring the current state of entrepreneurship policy frameworks.In chapter2(Entrepreneurship Policy—Definitions)they present their definition of entrepreneurship policy,discuss the differences between SME policy and entrepreneurship policy,introduce what they call an entrepreneurship policy compre-hensiveness index and highlight practices of the countries investigated.Chapter3(En-trepreneurship Policy typologies)presents their typology of entrepreneurship policy and in it they categorise the governments and highlight recent trends in policy devel-opment.This is then followed in chapter4(Context-The Base of Entrepreneurship Policy)with a discussion of the relevance of context to entrepreneurship policymaking and how policy choices might be made to produce more optimal performance out-comes.Chapter5(A Conceptual Model for Entrepreneurship)presents a conceptual model of the underpinnings of entrepreneurship policy,stressing the complexities in-volved in trying to determine how the supply of entrepreneurs in an economy can be increased.Policy evaluation is the focus of chapter6(Evaluation Problems and Per-spectives)before some attention is paid in Chapter7(Completing the E-Policy journey) to the articulation of an integrated framework for entrepreneurship policy analysis and evaluation.Given the growing interest in this topic and the concern of Governments around the world to create a culture that supports and sustains entrepreneurship,this book will be of interest and use both to policymakers and academic researchers and edu-cators with an interest in entrepreneurship.Academics have long been interested in entrepreneurship support measures and policy but there is now an increasing interest in,and awareness of,the importance of entrepreneurship as a tool for improving eco-nomic and social conditions in both the developed and the developing world.Hence,a text such as this,that does not just describe policy but presents thefindings of empirical research and analyses and interprets the results,is to be welcomed.Apart from pre-senting newfindings and insights,the text discusses the key issues facing policymakers and provides a useful framework not just for evaluating policy but for identifying and addressing the issues.Importantly,also,it is backed by a comprehensive list of some 300key references which in itself is extremely valuable.Thus,the authors are too be congratulated on producing a text that provides considerable insight into this vitally important topic,based as it is on a sound understanding of both theory and practice.I commend this text to all those scholars of entrepreneurship with a serious interestBOOK REVIEW559 in the study of the subject,and to those practitioners whose job it is to create the pol-icy frameworks that help promote a culture of enterprise within their economies and societies.ReferenceEkhaugen,K.,Gronmo,S.&Kirby,D.A.1980.State support to small stores:A nordic form of consumer policy.Journal of Consumer Policy,4(3):195–212.Professor David A.KirbySchool of Management,University of Surrey,Guildford,England,UK*****************.uk。
Exploring Entrepreneurship and Innovation
Exploring Entrepreneurship and Innovation Exploring entrepreneurship and innovation is an important process for business growth. It can involve identifying potential opportunities, researching the competitive landscape, and understanding customer needs. By understanding the factors that drive innovation and providing the right resources to foster creative ideas, businesses can create value and gain a competitive advantage. Additionally, entrepreneurs can learn how to develop strategies for launching new ventures and launching products, as well as building a culture of innovation and managing risk.To maximize the benefits of entrepreneurship and innovation, businesses need to create and maintain an environment that encourages creativity and risk-taking. This includes providing resources such as mentorship, access to capital, and other support programs. Additionally, businesses should develop systems to reward innovation, provide feedback on ideas, and create a collaborative work culture. Finally, businesses should focus on building relationships within and outside their organization to foster innovation and collaboration.To further maximize the effectiveness of these initiatives, companies should focus on developing a strong innovation strategy that outlines how they will develop, capture, and measure value from their investments in innovation. Additionally, organizations should ensure that they have the right people, processes, and technology in place to support their innovation efforts. Finally, businesses should set clear goals and metrics for measuring success to ensure that their initiatives are focused on creating real value for customers and generating a return on investment.。
4《管理学》阅读材料
阅读材料Reading list第一章[1]Aldrich, H. & Zimmer, C. 1986, Entrepreneurship through social networks. In The art and science of entrepreneurship, eds. D. L. Sexton & R. W. Smilor. Ballinger, Cambridge, MA, pp. 3-23.[2]Amit, R., Glosten, L. & Muller, E. 1993, Challenges to theory development in entrepreneurship research. Journal of Management Studies, 30(5), pp. 815-834.[3]Brazeal, D. V. & Herbert, T. T. 1999, The genesis of entrepreneurship. Entrepreneurship Theory and Practice, Spring, pp. 29-45.[4]Carsrud, A. L., Olm, K. W. & Eddy, G. G. 1986, Entrepreneurship: Research in quest of a paradigm. In The art and science of entrepreneurship, eds. D. L. Sexton & R. W. Smilor. Ballinger, Cambridge, MA, pp. 367-377.[5]Drucker, P. F. 1985, Innovation and entrepreneurship: Practice and principles. Harper & Row, New Y ork.[6]Gartner, W. B. 1988, Who is an entrepreneur? Is the wrong question. American Journal of Small Business, Spring, pp. 11-32.[7]Herron, L. & Robinson, R. B., Jr. 1993, A structural model of the effects of entrepreneurial characteristics on venture performance. Journal of Business V enturing, 8, pp. 281-294.[8]H. Mintzberg, The Nature of Managerial Work (New Y ork: Harper＆Row 1973); and J.T.Straub. Put on Y our Manager’s Hat．USA Today Online ()，October 29, 2002.[9]Stevenson, H. H. & Jarillo, J. C. 1990, A paradigm of entrepreneurship: Entrepreneurial management. Strategic Management Journal, 11, pp. 17-27.[10]Watson, T. J. 1995, Entrepreneurship and professional management: A fatal distinction. International Small Business Journal, 13(2), pp. 34-46.[11]彼得·德鲁克, 卓有成效的管理者, 北京: 机械工业出版社, 2005.[12]杰克·韦尔奇. 赢. 北京: 中信出版社, 2005.[1]Bird, B. 1988, Implementing entrepreneurial ideas : The case for intention. Academy of Management Review, 13(3), pp. 442-453.[2]Boeker, W. P. 1988, Organizational origins: Entrepreneurial and environmental imprinting at the time of founding. In Ecological models of organizations, ed. G. R. Carroll. Ballinger, Cambridge, MA, pp. 33-51. [3]Brazeal, D. V. & Herbert, T. T. 1999, The genesis of entrepreneurship. Entrepreneurship Theory and Practice, Spring, pp. 29-45.[4]Claude S. George, The History of Management Thought , Englewood Cliffs, NJ: Prentice-Hall, 1968.[5]E. Mayo. The Human Problems of an industrial Civilization, New Y ork: Macmillan, 1933.[6]F. W. Taylor, Principles of Scientific Management, New Y ork: Harper,1911.[7]Hebert, R. F. & Link, A. N. 1988, The entrepreneur: Mainstream views and radical critiques. 2nd edn. Praeger, New Y ork.[8]H. Fayol. Industrial and General Administration, Paris: Dunod, 1916.[9]Koontz, H. 1980, Commentary on the management theory jungle: Nearly two decades later. In Management: A book of readings, eds. H. Koontz, C. O'Donnell & H. Weihrich. McGraw-Hill, New Y ork, pp. 18-26.[10]Mintzberg, H. 1973, The nature of managerial work. HarperCollins, New Y ork..[11]M. Weber. The Theory of Social and Economic Organizations, ed. T. Parsons. Trans. A. M. Henderson and T Parsons(New Y ork: Free Press, 1947).[12]丹尼尔·A·雷恩, 管理思想的演变, 北京:中国社会科学院出版社, 2000.[13]郭咸纲. 西方管理思想史. 北京: 经济管理出版社, 2004.[14]王德清主编. 中外管理思想史. 重庆: 重庆大学出版社, 2006.[15]钱穆. 中国历代政治得失. 三联书店. 2005.[1]A. M. Pettigrew, On Studying. Organizational Culture, Administrative Science Quarterly, December, 1979,pp. 570-581.[2]Bonoma, T. V. 1985, Case research in marketing: Opportunities, problems and a process. Journal of Marketing Research, 22, pp. 199-208.[3]Gnyawali, D. R. & Fogel, D. S. 1994, Environments for entrepreneurship development: Key dimensions and research implications. Entrepreneurship Theory and Practice, Summer, pp. 43-62.[4]Chander, G.N. & Hanks, S.H. 1994a, Founder competence, the environment and venture performance.Entrepreneurship Theory and Practice, Spring, pp. 77-89.[5]H. A. Simom, new science of management decision, New Y ork Harper & Row, 1960.[6]Hoy, F., McDougall, P. P. & Dsouza, D. E. 1992, Strategies and environments of high-growth firms. In The state of the art of entrepreneurship, eds. D. L. Sexton & J. D. Kasarda. PWS-Kent, Boston, pp. 341-357. [7]McCall, M. and Kaplan, R. Whatever It Takes: Decision Makers at Work. Englewood Cliffs, NJ: Prentice-Hall, 1985.[8]Porter, M. E, Competitive Strategy, Free Press, New Y ork, 1980.[9]Porter, M. E, Competitive advantage, New Y ork: Free Press, 1985.[10]拉里·博西迪等, 曹建海译. 转型－－用对策略, 做对事. 北京: 中信出版社, 2005.[1]Cassar, G. & Mankelow, G. 1997, The effects of planning on perceived venture opportunities. Small Enterprise Research, 5(2), pp. 39-46.[2]Chandler, G. N. & Hanks, S. H. 1994b, Market attractiveness, resource-based capabilities, venture strategies and venture performance. Journal of Business V enturing, 9, pp. 331-349.[3]Gary Hamel, CK Prahalad, Competing For The Future, Harvard Business School Press,1994.[4]H. Mintzberg, The Rise and Fall of Strategic Planning, New Y ork: Free Press,1994.[5]Kolvereid, L. & Bullvag, E. 1996, Growth intentions and actual growth: The impact of entrepreneurial choice. Journal of Enterprising Culture, 4(1), pp. 1-17.[6]Kropp, F. & Lindsay, N. J. 1999, Differences in entrepreneurial business ventures: A new categorization scheme and its implications. Asian Journal of Business and Entrepreneurship, 2(1), pp. 3-21.[7]McDougall, P. P., Covin, J. G., Robinson, R. B., Jr. & Herron, L. 1994, The effects of industry growth and strategic breadth on new venture performance and strategy content. Strategic Management Journal, 15, pp. 537-554.[8]R. Molz, How Leaders Use Goals, Long Range Planning October 1987, pp.91.[1]Chandler, G. N. & Jansen, E. 1992, The founder's self-assessed competence and venture performance. Journal of Business V enturing, 7(3), pp. 223-236.[2]Eisenhardt, K. M. & Bird Schoonhoven, C. 1990, Organizational growth: Linking founding team, strategy, environment and growth among U.S. semiconductor ventures, 1978-1988. Administrative Science Quarterly, 35(3), pp. 504-529.[3]Gartner, W. B., Bird, B. J. & Starr, J. A. 1992, Acting as if: Differentiating entrepreneurial from organizational behavior. Entrepreneurship Theory and Practice, Spring, pp. 13-31.[4]Hunt, J. & Wallace, J. 1997, Organizational change and the atomization of modern management. Management Development Forum, 1(1), pp. 9-21.[5]Kazanjian, R. K. & Drazin, R. 1990, A stage-contingent model of design and growth for technology based new ventures. Journal of Business V enturing, 5, pp. 137-150.[6]Learned, K. E. 1992, What happened before the organization? A model of organization formation. Entrepreneurship Theory and Practice, Fall, pp. 39-48.[7]H. Mintzberg. Structure in fives: designing effective organizations. Prentice-Hall, Englewood Cliffs, NJ, 1983.[8]V an de V en, A. H., Hudson, R. & Schroeder, D. M. 1984, Designing new business startups: Entrepreneurial, organizational and ecological considerations. Journal of Management, 10(1), pp. 87-107. [9]V an de V en, A. H., V enkataraman, S., Polley, D. & Garud, R. 1989, Processes of new business creation in different organizational settings. In Research on the management of innovation: The Minnesota studies, eds.A. H. V an de V en, H. L. Angle & M. S. Poole. Harper & Row, New Y ork, pp. 221-297.[10]Zhao, L. & Aram, J. D. 1995, Networking and growth of young technology-intensive ventures in China. Journal of Business V enturing, 10, pp. 349-370.[1]Cooper, A. C. & Gimeno Gascon, F. J. 1992, Entrepreneurs, processes of founding and new-firm performance. In The state of the art of entrepreneurship, eds. D. L. Sexton & J. D. Kasarda. PWS-Kent, Boston, MA, pp. 301-327.[2]Cooney, T. M. & O'Driscoll, A. 1999, High growth firms in the software industry: Comparing Ireland with America through structure, strategy and entrepreneurial teams (CDROM). Frontiers of entrepreneurship research: Proceedings of the 19th annual entrepreneurhsip research conference, [pp. 1-15][3]F. Herzberg, One More Time: How Do Y ou Motivate Employees?, Harvard Business Review, January –February 1968, pp. 53-62.[4]Legge, J. & Hindle, K. 1997, Entrepreneurship: How innovators create the future. MacMillan Education Australia, South Melbourne.[5]Miner, J. B. 2000, Testing a psychological typology of entrepreneurship using business founders. The Journal of Applied Behavioral Science, 36(1), pp. 43-69.[6]Paul Hersey and Kenneth H. Blanchard, Great Ideas: Revisiting the Life-Cycle Theory of Leadership,” Training & Development, January 1996, pp. 42–47.[7]Reynolds, P. D. & White, S. B. 1997, The entrepreneurial process: Economic growth, men, women and minorities. Quorum Books, Westport, Connecticut; London.[8]Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas—Grid Solutions , Houston: Gulf Publishing, 1991.[9]Shaver, K. G. & Scott, L. R. 1991, Person, process, choice: The psychology of new venture creation. Entrepreneurship Theory and Practice, Winter, pp. 23-45.[10]Smith, N. R. 1967, The entrepreneur and his firm: The relationship between type of man and type of company. UMI Out of Print Books on Demand, Ann Arbor, Michigan.[11]Sexton, D. L. & Bowman-Upton, N. B. 1991, Entrepreneurship: Creativity and growth. MacMillan, New Y ork..[12]V room and Arthur G.Jago, The New Leadership: Managing Participation in Organizations , Englewood Cliffs, N.J.: Prentice-Hall, 1988.[1]Cooper, A. C., Gimeno Gascon, F. J. & Woo, C. Y. 1994, Initial human and financial capital as predictors of new venture performance. Journal of Business V enturing, 9, pp. 371-395.[2]Carroll, S. J. & Gillen, D. J. 1987, Are the classical management functions useful in describing managerial work? Academy of Management Review, 12(1), pp. 38-51.[3]Chrisman, J. J., Bauerschmidt, A. & Hofer, C. W. 1998, The determinants of new venture performance: An extended model. Entrepreneurship Theory and Practice, Fall, pp. 5-29.[4]Goold M, Quinn J J. The paradox of strategic controls. Strategic Management Journal, 1990, 11:43-57.[5]Kaplan,R.S.&Norton,D.P.,The Balanced Scorecard:Translating Strategy into Action Boston:Harvard Business School Press,1996.[6]Mellewigt, T. & Späth, J. F. 2001, Occurrence, size, completeness and performance of entrepreneurial teams: A meta-analysis of German and US empirical studies. Summary in Frontiers of entrepreneurship research, eds W. D. Bygrave, E. Autio, C. G. Brush, P. Davidsson, P. G. Green, P. D. Reynolds & H. J. Sapienza. Babson College, p. 250.[7]R. Simons, Strategic orientation and top management attention to control systems, Strategic Management Journal 1991, pp.49-62.[8]Shrader, R. C. & Simon, M. 1997, Corporate versus independent new ventures: Resource, strategy and performance differences. Journal of Business V enturing, 12, pp. 47-66.。
大学生创新创业ppt
06 创新创业的文化和价值观 The Culture and Values of Innovation and Entrepreneurship
科技成果产业化
科技成果最终目的是实现产业化，将其转化为市场价值。因此必须建 立一套完整的技术转化机制，协调科技成果、市场需求和社会资源的 关系，以快速、有效地将科技成果转化为实际生产力。
创新创业资金支持
对于科技创新和创业来说，资金是至关重要的，创新创业者的资金来 源大多数情况下都很有限。政府应该制定出一系列的扶持政策，提供 资金支持和技术培训，鼓励更多的创新型企业家共同开拓新市场，推 动产业升级。
投资创新企业
1. 需要及时把握市场风向，识别有潜力的创新项目。同时还需要对各类风险进 行分析，包括市场风险、技术风险、管理风险等。 2. 在投资创新企业时，需要审慎评估项目的盈利模式和商业模式，了解企业的 核心竞争力和发展前景。此外，还需积极营造良好的投资环境，为创新企业提 供必要资金和资源。
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05 创新创业的管理和运营 Management and operation of innovation and entrepreneurship
创新思维体系
需要培养人们习惯于发现问题并进行解决的能力，通过创新的思维方式，提高人们的创新能力和应变能力，在面对竞争激烈的市场中更具竞争力。
风险管理策略
创业营销技巧
entrepreneurship and sustainability issues
entrepreneurship and sustainabilityissuesEntrepreneurship and sustainability are two conceptsthat go hand in hand. Entrepreneurship involves creating a new business venture with the aim of making profit, whereas sustainability is the ability to maintain a certain level of economic, social, and environmental well-being.Step 1: Identifying sustainability issuesEntrepreneurs need to identify the key sustainability issues that their business may encounter. This could range from the environmental impact of their products or services, to social and economic sustainability issues such as fair trade and community involvement.Step 2: Developing a sustainability strategyOnce the sustainability issues have been identified, the entrepreneur needs to develop a sustainability strategy. This could include incorporating sustainable practices into their business operations, such as reducing waste, using renewable energy sources, or sourcing materials from sustainable suppliers.Step 3: Building a sustainable business modelTo create a sustainable business, entrepreneurs need to consider the long-term impact of their activities. This means developing a business model that takes into account the environmental, social, and economic impact of their business, and ensuring that it is sustainable over the long term.Step 4: Collaborating with stakeholdersCollaborating with stakeholders, such as customers, suppliers, and community organizations, can help entrepreneurs to create more sustainable business practices. By involving stakeholders in decision-making, entrepreneurs can create a more inclusive and sustainable business model.Step 5: Measuring and reporting on sustainabilityMeasuring and reporting on sustainability is an important part of creating a sustainable business. This involves quantifying the impact of the business on the environment, society, and the economy, and reporting on progress towards sustainability goals.In conclusion, entrepreneurship and sustainability cannot be separated. A sustainable business model creates long-term value for both the company and society as a whole. By following the steps outlined above, entrepreneurs can create businesses that are both profitable and sustainable, and make a positive impact on the world.。
创业教育国家内容标准
创业教育国家内容标准Entrepreneurship education is an integral part of fostering innovation and economic growth in a country. In order to ensurethat future generations are equipped with the skills and knowledge necessary to succeed in the rapidly changing global economy, it is crucial to establish national content standards for entrepreneurship education. These standards would provide a framework for educators to develop curriculum that is relevant, engaging, and effective in preparing students for the challenges and opportunities of entrepreneurship.创业教育是培养创新和经济增长的重要组成部分。
为了确保未来一代具备在快速变化的全球经济中取得成功所需的技能和知识，建立创业教育国家内容标准至关重要。
这些标准将为教育工作者提供一个框架，帮助他们制定相关、引人入胜且有效的课程，使学生能够为创业的挑战和机遇做好准备。
One important aspect of national content standards for entrepreneurship education is ensuring that the curriculum is aligned with industry needs and trends. By collaborating with industry experts and stakeholders, educators can develop curriculum that isrelevant to the current job market and equips students with the skills and knowledge needed to succeed in various industries. This alignment between education and industry helps bridge the gap between academic learning and real-world application, preparing students for the demands of the modern workforce.创业教育国家内容标准的一个重要方面是确保课程与行业需求和趋势保持一致。
企业家启示英语作文100字
企业家启示英语作文100字Entrepreneurs: Embracing Innovation and Driving Transformation.Entrepreneurs, the visionary pioneers of the business world, possess an unwavering determination to transform ideas into tangible realities. They navigate uncharted territories, challenging conventions and unlocking new frontiers. Their entrepreneurial spirit, fueled by a blend of innovation, resilience, and risk tolerance, drives progress and shapes the future.Innovation as the Catalyst.At the heart of entrepreneurship lies innovation the ability to create something new, disruptive, and transformative. Entrepreneurs dare to challenge established norms, exploring uncharted territories and pushing the boundaries of what is possible. They embrace emerging technologies, unconventional approaches, and boldstrategies, fueled by a relentless pursuit of innovation.Embracing Risk and Resilience.The path of entrepreneurship is paved with inherent risks. Entrepreneurs step into the unknown, navigating through uncertainties and challenges. They embrace risk as an integral part of their journey, recognizing that it is often the crucible in which innovation is forged. Resilience becomes their steadfast companion, enabling them to persevere through adversity and emerge stronger on the other side.Driving Transformation.Entrepreneurs are not mere business builders; they are agents of transformation. Their innovations have the power to disrupt industries, create new markets, and reshape societies. They challenge the status quo, introduce fresh perspectives, and drive progress. Their transformative impact reverberates through the fabric of the economy and leaves a lasting legacy on the world around us.Characteristics of Successful Entrepreneurs.Successful entrepreneurs share a common set of traits that fuel their success:Visionary Mindset: They possess a clear vision of the future, inspiring others to share in their ambitions.Passion and Determination: They are driven by an unyielding passion for their work, fueled by a relentless determination to succeed.Adaptability and Risk Tolerance: They embrace change and uncertainty, adapting quickly and embracing calculated risks.Resilience and Perseverance: They bounce back from setbacks, learning from failures and persisting despite challenges.Team Building Skills: They foster high-performingteams, attracting and retaining talented individuals who share their vision.The Role of Entrepreneurs in Shaping the Future.Entrepreneurs play a pivotal role in shaping the future of our world. They drive innovation, create jobs, and contribute to economic growth. Their innovative solutions address global challenges, from climate change to healthcare advancements. By embracing risk, exploring new frontiers, and challenging norms, entrepreneurs continue to transform our societies and shape a brighter tomorrow.In conclusion, entrepreneurs are the driving force behind economic progress and societal transformation. Their innovative spirit, resilience, and risk tolerance enable them to push boundaries, create new markets, and address global challenges. As we navigate the complexities of the modern world, entrepreneurs remain essential to driving innovation, unlocking new opportunities, and shaping a future that is both prosperous and sustainable.。
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Only in the past two decades or so has Schumpeter’s genius received due recognition.
His definition of competition is closely linked to the way he defines the role of the entrepreneur. The function of the entrepreneur is to reform or revolutionise the pattern of production by exploiting an invention or an untried technological possibility for producing a new commodity or producing an old one in a new way, by opening up a new source of supply of materials or a new outlet for products, by recognising an industry. In addition to being an innovator, the entrepreneur is a leader. His actions channel the means of production into previously unexploited markets and other producers follow him into these new markets (1960: 89). Perhaps Kirzner best described the market impact of Schumpeter’s entrepreneur when he wrote: “…for Schumpeter the essence of entrepreneurship is the ability to break away from routine, to destroy existing structures, to move the system away from the even, circular flow of equilibrium” (1973: 127).
Innovation by the entrepreneur, argued Schumpeter, leads to gales of Creative Destruction as innovations cause old inventories, ideas, technologies, skills, and equipment to become obsolete. The question is not “how capitalism administers existing structures, ... [but] how it creates and destroys them.” This creative destruction, he believes, causes continuous progress and improves the standards of living for everyone.
Although perhaps best known for his theory of "creative destruction," Schumpeter also offered many valuable insights into other areas of economics:
◦ ◦ ◦ ◦ ◦ ◦ ◦ ◦ innovation, economic growth, business cycles, unemployment, saving, income distribution, monopoly, political economy and more market process as a dynamic process driven by creative destruction: “It[referring to the market process] must be seen in its role in the perennial gale of creative destruction; it cannot be understood irrespective of it…”(1950: 83). What Does Creative Destruction Mean? A term coined by Joseph Schumpeter in his work entitled "Capitalism, Socialism and Democracy" (1942) to denote a "process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one.“ Schumpeter linked the market process of creative destruction – which he associated with “new combinations” – and therefore economic development and progress, to innovation and distinguished the entrepreneur as the prime innovator.
The understanding of competition is acting differently from one’s competition. Schumpeter insists that the important kind of competition in the market system is competition from the new commodity, technology, source of supply and type of organisation. Schumpeter has a slightly different view of entrepreneurship than Kirzner. Describes the constant dynamism of capitalism, the process of birth and death of new businesses and technologies (Schumpeter, 1942) Disagreed with the focus on equilibrium from Neoclassical Economics.
Schumpeter’s and Kirzner’s notions of entrepreneurship are grounded in the exploitation of profit opportunities, the greatest difference is that the former shifts the market away from equilibrium while the latter serves to continually move the market toward equilibrium. While Schumpeter’s entrepreneur is an innovator who destroys the current structure, Kirzner’s entrepreneur is alert to arbitrage opportunities based on past errors and serves to exploit and correct those errors, and in doing so, directs the market towards equilibrium For Schumpeter the entrepreneur is the disruptive, disequilibrating force that dislodges the market from equilibrium, for Kirzner the entrepreneur is the equilibrating force whose activity responds to the existing tensions and provides those corrections for which the unexploited opportunities have been crying out.
Schumpeter distinguished inventions from the entrepreneur’s innovations. He pointed out that entrepreneurs innovate not just by figuring out how to use inventions, but also by introducing new means of production, new products, and new forms of organization. These innovations, he argued, take just as much skill and daring as does the process of invention.