Książki

This book introduces concepts of business incubation and suggests a learning process. This process begins with prior knowledge at the opportunity identification phase, progresses through the acquisition of new skills and knowledge necessary to develop an opportunity and concludes with a transformation phase where new knowledge is acted upon.  The book draws on extensive qualitative data and documentary evidence from a range of stakeholders associated with a University Business Incubator known as Innospace. The process of opportunity development within the business incubator is explored by combining experiential and social learning theories as heuristic tools.  Presented implications for policy-makers and incubator managers are that attention and scarce resources should be focused on providing relevant information and encouraging an atmosphere of learning and mutual support. Recruitment practices should be revised to include a more holistic appreciation of potential incubatees contribution to the Business Incubation learning community as well as an assessment of their business plans.  For policy makers the book suggests that successful business incubators do not necessarily require a large financial investment in state-of-the-art premises and technology. Appropriate management training together with carefully selected incubatees can create an effective learning community where opportunities are developed and transformed into enterprises and individuals into entrepreneurs.

Creating Communities of Practice: Entrepreneurial Learning in a University-Based Incubator

1. Introduction: An Overview of the Research1.1 Introduction1.2 The Study of INNOSPACE2. Business Incubation2.1 Introduction and Background2.2 Definitions of Business Incubation2.3 Examining Business Incubation2.4 University-Based Incubation (UBI)2.4.1 UBIs and the Management Team2.5 Summary3. Entrepreneurship, Opportunities and Entrepreneurial Learning3.1 Introduction3.2 Defining Entrepreneurship3.2.1 Defining Opportunity Identification3.2.2 Prior Knowledge3.3 Perspectives on Entrepreneurial Learning3.3.1 Entrepreneurial Learning3.3.2 Experiential Learning Theory3.4 Entrepreneurial Learning in the Context of an Incubator3.4.1 Learning in Communities of Practice3.4.2 A Learning Model3.5 Summary4. Research Methods 4.1 Introduction 4.2 Researching Entrepreneurship4.3 Research Approach4.3.1 The Case Study Organisation4.4 Interviews with Incubatees and the Management Team4.5 Data Analysis4.6 Summary5. The INNOSPACE Experience5.1 Introduction5.2 Six Individual Pathways5.2.1 Andy's Experience: INNOSPACE as a Transitional Phase5.2.2 Jane's Experience: INNOSPACE Separating Work and Home5.2.3 Ian's Experience: INNOSPACE as a Physical and Social Space5.2.4 Tony's Experience: INNOSPACE as a Talent Pool5.2.5 Paul's Experience: INNOSPACE as Resource Repository5.2.6 Kath's Experience: INNOSPACE as a Driver of Entrepreneurial Spirit5.3 Analysis: The Incubation Process5.3.1 Pathways through INNOSPACE5.3.2 Business Support5.3.3 The Social Aspects of Business Incubation5.3.4 Collaboration between Tenants5.4 Summary6. The Role of Prior Knowledge in Opportunity Identification6.1 Introduction6.2 Prior Knowledge6.2.1 Prior Knowledge of Markets6.2.2 Prior Knowledge of Customer Problems6.2.3 Personal Interests6.2.4 Prior Knowledge of Markets and Customer Problems6.2.5 Prior Knowledge of Markets and Means to Serve Markets6.2.6 Prior Knowledge of Markets and Personal Interests6.2.7 Prior Knowledge of Customer Problems and Means to Serve Markets6.2.8 Prior Knowledge of Markets, Customer Problems & Means to Serve Markets6.2.9 Prior Knowledge of Markets, Customer Problems & Personal Interests6.3 Analysis: Prior Knowledge and Opportunity Identification6.3.1 Stream 1: Change and Innovation6.3.2 Stream 2: Knowledge Transfer6.3.3 Stream 3: Knowledge Replication6.4 Summary7. Learning and Opportunity Development in INNOSPACE7.1 Introduction7.2 Opportunity Development and Entrepreneurial Learning7.2.1 Andy: Learning about Customer Problems7.2.2 Jane: Learning New Business Skills7.2.3 Ian: Learning about Networking7.2.4 Tony: Learning how to Serve Customers7.2.5 Paul: Learning about Markets7.2.6 Kath: Learning from Others7.3 Analysis: Entrepreneurial Learning and Opportunity Development7.3.1 The Exploitation of Prior Knowledge7.3.2 Transformation of Identity and Opportunities7.3.3 Acquisition of Skills and Competencies7.4 Summary: The INNOSPACE Learning Community8. Discussion: The INNOSPACE Community of Practice8.1 Introduction 8.2 Entrepreneurial Learning and Business Incubation8.2.1 The Business Incubation Process8.2.2 Entrepreneurs, Prior Knowledge and Opportunity Identification8.2.3 Entrepreneurial Learning in a Business Incubator8.3 Reconceptualising Entrepreneurial Learning and Opportunity Development8.3.1 INNOSPACE as a Community of Practice8.4 Summary9. Conclusion: Contribution, Implications and Future Research9.1 Introduction9.2 Contribution to Knowledge9.3 Implications of the Research9.3.1 Implications for Incubation Managers (IM)9.3.2 Implications for Prospective and Existing Incubatees9.3.3 Implications for Policy-makers9.4 Reflexive Research Account9.5 Summary and Future Research10. Postscript: Creating and Managing a University-based Incubator 10.1 Introduction: Initiating INNOSPACE10.2 The Evolution of INNOSPACE10.3 Managing INNOSPACE10.4 INNOSPACE: Envisioning a Community of Practice10.5 INNOSPACE: The Move to Maturity (2014-2019)10.6 INNOSPACE Case Studies10.6.1 Lee McAteer: Invasion Camp Group10.6.2 Fiona McKay: Lightbulb Leadership Solutions10.6.3 Nick Richardson: The Insights People10.6.4 Jamie Bettles: Pagoda Project10.6.5 Dan Sodergren: Great Marketing Works & YourFLOCK10.6.6 Rob Woollen: Rightway Wellbeing Ltd.10.6.7 Summary: Building Successful Companies10.7 Conclusion: Fulfilling the original vision?