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Humane Entrepreneurship: AN ICSB FLAGSHIP. .

Humane Entrepreneurship: AN ICSB FLAGSHIP. Prof. Massimiliano Vesci University of Salerno Department of Management & Innovation Systems Lisa lab Italy. Humane Entrepreneurship: the vision. Care for Enviroment Sustainable Cycle Preserving. Reducing Footprint. Society Commitment.

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Humane Entrepreneurship: AN ICSB FLAGSHIP. .

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  1. Humane Entrepreneurship: AN ICSB FLAGSHIP. . Prof. Massimiliano Vesci University of Salerno Department of Management & Innovation Systems Lisa lab Italy

  2. Humane Entrepreneurship: the vision Care for Enviroment Sustainable Cycle Preserving ReducingFootprint • Society • Commitment Green – Centered Entrepreneurship

  3. Humane Entrepreneurship: the need and the CEOs debate DEALING ETHICALLY WITH SUPPLIERS SUPPORTING OUTSIDE COMMUNITIES INVESTING IN EMPLOYEES DELIVERING VALUE FOR CUSTOMERS

  4. HumaneEntrepreneurship: the seminal studies

  5. HumaneEntrepreneurship: one Model Firm Performance HUMANE ENTREPRENERURIAL ORIENTATION EntrepreneurialOrientation Humane Resource Orientation SustainabilityOrientation Executives and EmployeesOrientation BASIC COMPONENTS • Regulatoryenvironment • Societal Pressure • Competitive Context • Organizational (corporate) Culture • OrganizationalStructure • Entrepreneurs/Top management Core Values • Inner Life and spiritual practices EXTERNAL FACTORS INTERNAL FACTORS INDIVIDUAL FACTORS

  6. HumaneEntrepreneurship: The HumaneEntrepreneurialOrientation (HEO) An enlarged entrepreneurial strategic posture (ESP): HumaneEntrepreneurialOrientation (HEO) HumaneEntrepreneurialOrientation (HEO) Entrepreneurial Orientation Sustainability Orientation Humane Resource Orientation

  7. HumEnt and HEO: Research Issues • What are the internal and external factors that behave as antecedents of HEO? • What effect does a firm’s nature of business (necessity or opportunity-driven), size, age, and/or industry have on HumEnt (HEO)? • Is HumEnt different in different cultures and/or does it change according to different economic phases? • Is HumEnt able to create new organizational resources and dynamic capabilities? • How to measure HEO? Is it possible to have a unique Index? • How HEO influences the selection of Entrepreneurial opportunity? • What are the links between HumEnt as a Strategic Posture and Strategic Entrepreneurship? • What are the links between HEO and a Firm’s performance? Is it a direct link or do other factors mediate/moderate this relationship? • Can HumEnt facilitate networking strategy and local development? • What happens if a firm demonstrate two of three of the orientations representing HEO. • How performance can be interpreted from a HumEnt perspective?

  8. HumEnt and HEO: where to discuss? • Call EndsJanuary 2020 • First RevisionMarch 2020 • Final Date of Acceptance June 2020 • Hypothesized Publication date October 2020 SPECIAL ISSUE ON HUMANE ENTREPRENEURSHIP Guest Editors: Prof. R. Parente Prof. K. Kim

  9. THANK YOU! MASSIMILIANO VESCI (MVESCI@UNISA.IT) Associate Professor of Strategic Entrepreneurship University of Salerno Department of Mangement & Innovation Systems Lisa lab Fisciano (SA) – Italy

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