Growing an entrepreneurial business : concepts and cases
By: Hess, Edward DMaterial type: BookPublisher: Stanford, California : Stanford Business Books, c2011.Description: xx, 387 p. : ill. ; 25 cm.ISBN: 9780804771412Program: EMBA902Subject(s): Small business -- Growth -- Textbooks | Small business -- Management -- Textbooks | Entrepreneurship -- TextbooksDDC classification: 658.4063 HE GR
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|REGULAR||University of Wollongong in Dubai Main Collection||658.4063 HE GR (Browse shelf)||Available||T0058688|
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|658.4063 HA MA The maker movement manifesto : rules for innovation in the new world of crafters, hackers, and tinkerers /||658.4063 HA ND Handbook of organizational and managerial innovation /||658.4063 HA RV Harvard business review on inspiring and executing innovation.||658.4063 HE GR Growing an entrepreneurial business :||658.4063 HE GR Growing an entrepreneurial business :||658.4063 HO BL Blitzscaling :||658.4063 IN NO The innovation handbook : how to profit from your ideas, intellectual property and market knowledge /|
Includes bibliographical references (p. 373-379) and index.
Growth can be good and growth can be bad -- Darden private growth company research (DPGC) -- Growth is more than a strategy -- The 4Ps of growth: planning, prioritization, processes, and pace -- The entrepreneur must grow, too! -- The challenges of building an effective management team -- Culture: creating a high-performance environment -- Growth thrusters : "replicution" and "boosters" -- The added complexity of managing a family business.
Growing an Entrepreneurial Business: Concepts and Cases is a textbook designed for courses that focus on managing small to medium sized enterprises. It focuses on the major management challenges that successful start-ups encounter when leaders decide to grow and scale their businesses.
The book is divided into two parts―text and cases―to provide professors with maximum flexibility in organizing their courses. The thirty-five cases can be used in conjunction with the text, or independently. Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth. Discussion questions are provided for each case.
The text portion of the book discusses key issues derived from the author's research and consulting, and is meant to complement the case method of teaching, raising issues for conversation. In addition to the real-world knowledge that students will derive from the cases, readers will take away research-based templates and models that they can use in developing or consulting with small businesses.