Entrepreneurship
Entrepreneurship
Our long tradition of research in Entrepreneurship goes back to the 1930's and 1940's with the “the father of venture capitalism,” General Georges Doriot, and Joseph Schumpeter’s theory of innovation as a process of “creative destruction.” Building on our intellectual roots, our scholars come from disciplines including economics, finance, sociology, strategy, business history, management, and social entrepreneurship. A number of our faculty come from practice as venture capitalists and start-up founders. We focus our research on the identification and pursuit of entrepreneurial opportunities; domestic and international funding of entrepreneurial endeavors; innovation, particularly technological innovation in international ventures; the environments in which entrepreneurs make decisions; and social entrepreneurship. As our research contributes new insights, we are advancing the world’s understanding of complex entrepreneurial issues and helping to increase the entrepreneurial success of our students and practitioners worldwide.
Initiatives & Projects
The Arthur Rock Center for Entrepreneurship and the Social Enterprise Initiative encourage innovation to address the large-scale issues that beset society.
EntrepreneurshipSocial EnterpriseRecent Publications
Proday: Calling the Right Play
- January 2023 |
- Case |
- Faculty Research
The Overlooked Key to a Successful Scale-Up
- January–February 2023 |
- Article |
- Harvard Business Review
This stage isn’t part of traditional organizational theory, which holds that businesses begin in exploration mode (testing out hypotheses about how they’ll solve problems and learning whether people will pay for their solutions) and then move into exploitation mode (as growth slows and they fine-tune their business models to sharpen their advantage). But between those two well-known stages is the crucial extrapolation stage. During it, a company both explores and exploits. And most significantly, it works to ensure that each new customer brings in additional revenue while incurring only marginal cost—the secret to lasting, profitable growth.
A new enterprise needs multiple strengths to navigate this phase—such as a proven monetization approach, a strong go-to-market strategy, network and density effects, and capital. It also must systematically identify and remove internal business-model constraints on growth that could prevent it from achieving scale.
Social Networks, Ethnicity, and Entrepreneurship
- January 2023 |
- Article |
- Journal of Human Resources
Shaping Nascent Industries: Innovation Strategy and Regulatory Uncertainty in Personal Genomics
- December 2022 |
- Article |
- Administrative Science Quarterly
Freelancer, Ltd.
- December 2022 |
- Case |
- Faculty Research
Goonj: Growing in the Face of a Pandemic
- November 2022 |
- Case |
- Faculty Research
Wendy Estrella: Scaling Multiple Businesses
- November 2022 |
- Case |
- Faculty Research
Ajax Health: A New Model for Medical Technology Innovation
- November 2022 |
- Case |
- Faculty Research
Para: Pay Transparency and Gig Drivers’ Rights
- November 2022 |
- Case |
- Faculty Research
5 Ways Startups Can Prepare for a Recession
- November 10, 2022 |
- Article |
- Harvard Business Review Digital Articles
Seminars & Conferences
- 05 Apr 2023
- 12 Apr 2023