Our official English website, www.x-mol.net, welcomes your feedback! (Note: you will need to create a separate account there.)
The seven dimensions of Skunk Works: a new approach and what makes it unique
Journal of Research in Marketing and Entrepreneurship Pub Date : 2019-07-08 , DOI: 10.1108/jrme-09-2017-0038
Anthony Larsson

Purpose This paper aims to study the definition and formation of Skunk Works and how it may present itself as a viable theoretical alternative to other mainstream concepts of collective/corporate entrepreneurships, while dissecting some of the prevalent misconceptions of the extant literature regarding the application of Skunk Works. Design/methodology/approach This is a literature-based conceptual study that compares and differentiates various forms of group entrepreneurships as discussed in the academic debate. Findings This study shows how Skunk Works differs from other forms of collective/corporate entrepreneurship through its seven dimensions (isolation, customer needs, focus, planning, trusted project manager, cross-functional teams and leveraging overlaps) while challenging the dominant extant contenders of collective/corporate entrepreneurship. Practical implications Skunk Works remains a sustainable form of entrepreneurship, and it is still viable to consider it as a practical construct for smaller as well as larger organisations as a means of solving complicated innovative tasks requiring a multidisciplinary team with expert competence in a relatively quicker period of time. Social implications Organisations may take greater initiatives towards assembling entrepreneurial teams in the Skunk Work tradition. Originality/value As a means of understanding collective/corporate entrepreneurship, this study dissects some of the original fundamental cornerstones of Skunk Works entrepreneurship in an effort to present it as a viable alternative construct to the dominant construct of entrepreneurial orientation as well as other extant constructs.

中文翻译:

臭鼬作品的七个方面:一种新方法及其独特之处

目的本文旨在研究“臭鼬”作品的定义和构成,以及如何将其作为其他主流的集体/企业企业家观念的可行理论替代品,同时剖析现有文献中有关“臭鼬”应用的一些普遍误解。作品。设计/方法/方法这是一项基于文献的概念研究,对学术辩论中讨论的各种形式的团体创业进行比较和区分。调查结果该研究通过以下七个方面(隔离,客户需求,关注点,计划,可信赖的项目经理,跨职能团队和杠杆重叠),同时挑战现存的集体/企业企业家的主要竞争者。实际意义臭鼬工厂仍然是可持续的企业家精神形式,将其视为小型和大型组织的实用构架仍然是可行的,因为它是解决复杂创新任务的方法,需要在相对较快的时期内由具有专家能力的多学科团队组成时间。社会影响组织可能会采取更大的举措来组建“臭鼬工作”传统中的企业家团队。独创性/价值作为了解集体/企业企业家精神的一种手段,
更新日期:2019-07-08
down
wechat
bug