Numéro de revue

Approach differently the entrepreneurship

Projectics / Proyéctica / Projectique
2017/3 n°18

126 pages

2017. Approach differently the entrepreneurship. Louvain-la-Neuve : De Boeck Supérieur. « Projectics / Proyéctica / Projectique », 2017/3 n°18, p.126. URL : https://shs.cairn.info/revue-projectique-2017-3?lang=fr.

Approach differently the entrepreneurship. Projectics / Proyéctica / Projectique, 18, 3, 2017, shs.cairn.info/revue-projectique-2017-3?lang=fr.

Approach differently the entrepreneurship. (2017). Projectics / Proyéctica / Projectique, (18), https://shs.cairn.info/revue-projectique-2017-3?lang=fr.

Figure 1

Description de l'image par IA : Flowchart showing SME condition affecting decisions, strategic orientations, and actions.

The image depicts a conceptual framework related to the learning process within a Subject Matter Expert (SME) system, particularly in the context of entrepreneurship and strategic management. The framework illustrates how an SME condition within a specific context influences decisions and strategic orientations. At the center of the image is the term "SME condition within the context," which is connected to "Perceived reality." This perceived reality is influenced by the SME condition and affects the decisions of relevant actors, such as those in a director's team. These decisions are directed towards achieving a desired future condition. The image shows that the perceived reality is compared to the actual condition and the desired condition. This comparison generates a "creative tension" that drives a willingness to change. This willingness to change is represented as "ACTIONS," which can be components of strategies or not. Strategic orientations, including mission, vision, objectives, and goals, are influenced by the perceived reality and the decisions made by relevant actors. These strategic orientations further shape the actions taken to address the differences between the actual and desired conditions. Overall, the image illustrates a cyclical process where the SME condition within the context leads to a perceived reality, which in turn drives decisions and strategic orientations, ultimately resulting in actions aimed at achieving a desired future condition.

SME system’s learning related to entrepreneurship and strategic management

Table 1

Description de l'image par IA : Table listing details of various SMEs including creation, directors, employees, and industry.

<div> <body> <div class="page"> <table> <tbody> <tr> <th>SME (condition in life cycle) Creation / location</th> <th>Directors' teamn #members / type</th> <th>Employees In the year of the interviews</th> <th>Industry</th> </tr> <tr> <td>WK Sistemas (Successful SME stable maturity) 1984 / Soutl1 of Brazil</td> <td>3 (iixed: familiar- non-familiar)</td> <td>65</td> <td>IT (software in account- and management) ing</td> </tr> <tr> <td>Microvet (Successfil SME dynamic growth) 1989 / Southeast of Brazil</td> <td>2 (family: wife-husband)</td> <td>15</td> <td>Biotechnology production of autoge- nols swine vaccines / veterinary and m biological services. WWW.microvet.com.br icro-</td> </tr> <tr> <td>Theratechnologies (Successful SME maturity, growth) 1993 Montreal Canada</td> <td>3 (non-familiar; with board)</td> <td>60</td> <td>Phanmaceutical biotech- research and production of medicines for human nology beings.</td> </tr> <tr> <td>Alpha fictitious name) (Successful SME stable maturity) 1989 Soutl of Brazil</td> <td>2 (non-familiar)</td> <td>400</td> <td>Production of clothes for Ilen and women in private label systems (prêt-à-porter)</td> </tr> <tr> <td>Paulienne (Successful SME dynamic growth) 1986 / Southeast of Brazil</td> <td>(familiar: parents and children)</td> <td>98</td> <td>Production of pajamas and other clothes to (prêt-à-porter) WWW-paulienne. com bf sleep</td> </tr> <tr> <td>Poitras Desigun (affected by persistent and grave financial problems; this SME was diluted after its assimilation as a division of a SME in the end of 1990. Tlle enterprise [resulting from the fusion bankrupted in 1995). 1987 / Montreal Canada bigger</td> <td>3 in 1989 non-familiar; with board in 1990)</td> <td>10 in 1989-1990 (interviews in 2000 and 2001- aud a docuentation analysis) deep</td> <td>Design and production of high quality clothes (subcontracting producers) for women and men About the work of the main director and designer:</td> </tr> </tbody> </table> </div> </body> </div>

The SMEs studied

Figure 2

Description de l'image par IA : Graph showing research progression as a wave, starting with more analysis and synthesis, transitioning to less, and then increasing again.

The image depicts a graph illustrating the progression of epistemological strategy over the course of research. The x-axis represents the progression from the beginning to the end of the research. The y-axis indicates the epistemological strategy, ranging from more analysis to more synthesis and from less analysis to less synthesis. At the beginning of the research, the graph starts with a higher frequency of oscillations, indicating a more analytical approach. As the research progresses, the oscillations decrease in frequency, suggesting a shift towards a more synthetic approach. This pattern continues until the middle of the research progression, where the oscillations reach their minimum frequency, indicating a balanced approach between analysis and synthesis. Towards the end of the research, the frequency of oscillations begins to increase again, indicating a return to a more analytical approach. By the end of the research, the graph shows a higher frequency of oscillations once more, signifying a predominant analytical strategy. Overall, the graph illustrates a dynamic shift in epistemological strategy throughout the research process, starting and ending with a more analytical approach, with a transition towards a more synthetic approach in the middle.

Progression “almost as a U” of the research

Figure 3

Description de l'image par IA : Timeline and analysis of Microvet's development stages, including vision redirection, blockage, vision instability, and vision broadening.

The image depicts a timeline and analysis of the development and challenges faced by J. Lucio and Maria in their venture related to vaccine production. The timeline is divided into four main phases: Redirection of J. Lucio's and Maria's vision and SME foundation (1989), Blockage (unaccomplished vision elements) partnership with other researchers (1989), Vision instability: foundation of another SME? (1990s), and Broadening: offer more vaccines (1991 to 1994). 1. **Redirection of the Vision (1989)**: - J. Lucio and Maria face difficulties in continuing vaccine production at the university, leading them to start their own business. - **NEV (New Enterprise Vision)**: They direct their efforts towards consulting, R&D, and clinical exams in the pig farming area. - **Accomplishment**: Foundation of the SME, with Maria as the owner-manager and J. Lucio responsible for consulting and R&D. - **Influence Factors**: Difficulties and dissatisfaction in university production, market need, established customer portfolio, technological basis and competence, strategic conversation, personal aspects, shared individual images, individual vision elements, complementarity, and prior learning. 2. **Blockage (1989)**: - J. Lucio and Maria receive a negative response from other researchers invited to join their partnership, preventing the addition of expertise to Microvet's competencies. - **NEV**: Not specified. - **Accomplishment**: Not specified. - **Influence Factors**: Not specified. 3. **Vision Instability (1990s)**: - The stability of their vision is questioned, potentially leading to the foundation of another SME. - **NEV**: Not specified. - **Accomplishment**: Not specified. - **Influence Factors**: Not specified. 4. **Vision Broadening (1991 to 1994)**: - The focus shifts to offering more vaccines. - **NEV**: Not specified. - **Accomplishment**: Not specified. - **Influence Factors**: Not specified. The image also includes placeholders for additional details under each phase, such as NEV, Accomplishment, and Influence Factors, which are not filled in the provided image.

Example of critical period analysis scheme

(Case Microvet—www.microvet.com.br)

Figure 4

Description de l'image par IA : Flowchart showing influence factors and their impact on new vision elements.

The image is a flowchart that categorizes various influence factors (IF) into three main groups: Essential IF, Fundamental IF, and Auxiliary IF. These factors are depicted as contributing to the creation of a new element of vision (NEV) shared by the co-directors in the directors' team. The flowchart is divided into three vertical sections, each representing one of the IF categories. 1. **Essential IF**: - **Strategic conversation**: Enables, generates, and shapes the NEV. - **Manner**: Shapes the NEV. - **Individual images**: Enables and shapes the NEV. - **Shared images**: Enables and shapes the NEV. - **Individual vision elements**: Enables, generates, and shapes the NEV. 2. **Fundamental IF**: - **Recognition of opportunities**: Promotes, enables, and shapes the NEV. - **Market needs**: Promotes, enables, and shapes the NEV. - **Competencies**: Enables and shapes the NEV. - **Complementarity of co-directors**: Promotes and enables the NEV. 3. **Auxiliary IF**: - **Anticipated learning**: Generates and shapes the NEV. - **Background of experiences**: Shapes the NEV. - **Dissatisfaction**: Promotes and shapes the NEV. - **Difficulties**: Promotes and shapes the NEV. Arrows from each influence factor point towards the central box labeled "New elements of vision (NEV) shared by the co-directors in the directors' team," indicating how these factors contribute to the formation of the NEV. The flowchart visually represents the relationships and interactions between these influence factors and the resulting NEV.

Creation of shared NEV in all SMEs of the sample

Figure

Description de l'image par IA : Diagram with arrows pointing to "Management situation."

The image is a diagram that illustrates the key components involved in managing a situation. At the center of the diagram is an oval labeled "Management situation." Surrounding this central concept are four arrows pointing towards it, each representing a different aspect of management. 1. The top arrow is labeled "Representation modeling," indicating the importance of creating models or representations to understand and manage the situation. 2. The right arrow is labeled "Heuristic tools," suggesting the use of heuristic methods or tools to aid in decision-making and problem-solving. 3. The bottom arrow is labeled "Strategy," emphasizing the need for strategic planning to effectively manage the situation. 4. The left arrow is labeled "Complex thinking," highlighting the requirement for complex thinking and analysis to navigate and manage the situation. Each of these components plays a crucial role in addressing and resolving the management situation depicted in the center of the diagram.

Source: Morua & Marin, 2016, p. 125.

Figure 1

Description de l'image par IA : A diagram showing the relationships between Conception, Achievement, and Valuation with arrows indicating processes.

The image depicts a conceptual diagram illustrating the relationship between three key components: Conception, Valuation, and Achievement. These components are interconnected through a series of processes and judgments. At the top of the diagram is "Conception," which is connected to "Valuation" on the right side through an arrow labeled "Vision" and "Anticipation of judgment." This suggests that the initial conception leads to a vision and anticipation of judgment, which then informs the valuation process. "Valuation" is connected to "Achievement" on the left side through an arrow labeled "Client's judgment." This indicates that the valuation is evaluated based on the client's judgment, leading to the achievement. "Achievement" is connected back to "Conception" through an arrow labeled "Translation put into action." This implies that the achieved results are translated back into action, completing the cycle and influencing future conceptions. Overall, the diagram illustrates a cyclical process where conception leads to valuation through vision and anticipation of judgment, valuation is judged by the client, and the achievement resulting from this judgment is translated back into action, influencing future conceptions.

The dialectic value: synthesis of the three economic value models (Schmitt, 2010)

Figure 2

Description de l'image par IA : Two circles with arrows connecting concepts.

The image presents a conceptual diagram illustrating the transition from economic value models to a global value model. It is divided into two main sections: Economic Value Models and Global Value Models. On the left side, within the Economic Value Models section, there is an oval shape containing three interconnected components: Conception, Achievement, and Valuation. These components are linked by arrows indicating a cyclical relationship. Conception leads to Achievement, which in turn influences Valuation. Valuation then feeds back into Conception, completing the cycle. On the right side, within the Global Value Models section, there is a single oval shape containing two labels: Complexity of Entrepreneurship and Value. These two labels are connected by a double-headed arrow, suggesting a bidirectional relationship between the complexity of entrepreneurship and value. The diagram visually represents the idea that economic value models involve a cyclical process of conception, achievement, and valuation, while global value models consider the complexity of entrepreneurship and its relationship to value.

From economic value models to a global value model: a change in perspective

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