Entrepreneurial Management

- December 2022
- Case
Freelancer, Ltd.

By: Christopher Stanton, Karim R. Lakhani, Jin Hyun Paik and Nina Cohodes

Over the course of the 2010s, the rapid advancement of mobile technologies and the rise of online freelancing platforms seemed to portend a radical transformation of labor markets into on-demand, flexible talent pools. Even though several Fortune 500 companies-including Microsoft, Samsung, and General Electric-embraced digital labor solutions, enterprise adoption lagged far behind smaller businesses and startups. Despite the promising potential benefits, concerns persisted about navigating labor regulations, ensuring appropriate vetting, and guaranteeing the quality of work. Sarah Tang, the newly appointed Vice President of Enterprise at Freelancer, Ltd., took on the challenge of crafting the growth strategy, operations, and sales of Freelancer's services to Fortune 500 companies. What it would take to convince more enterprises of the potential of on-demand freelance labor that could help them hire skilled freelancers in volume or in multiple countries simultaneously? What did the future hold for open work practices between enterprises and digital labor markets?
- December 2022
- Case
Freelancer, Ltd.

By: Christopher Stanton, Karim R. Lakhani, Jin Hyun Paik and Nina Cohodes

Over the course of the 2010s, the rapid advancement of mobile technologies and the rise of online freelancing platforms seemed to portend a radical transformation of labor markets into on-demand, flexible talent pools. Even though several Fortune 500 companies-including Microsoft, Samsung, and General Electric-embraced digital labor solutions,...
- November 15, 2022
- Article
Using Simulations to Upskill Employees

By: Frank V. Cespedes, Trond Aas, Alex Hunt and Huw Newton-Hill

Reskilling employees tops the agenda in many organizations, according to a LinkedIn report. Korn Ferry estimates an 85-million person talent shortage by 2030, and McKinsey likens the challenge to the shift from agricultural to manufacturing work that occurred in the previous century. The market for global corporate learning and development (L&D) is an estimated $350 billion, and increasing. Despite this massive investment, 75% of senior managers are dissatisfied with their L&D initiatives, and Gartner reports that 70% of employees feel they lack the skills required to do their jobs. The authors of this article outline systemic reasons for the current situation, and explain how technologies can help make L&D processes more effective in core areas of development, including decision-making, collaboration, and change management.
- November 15, 2022
- Article
Using Simulations to Upskill Employees

By: Frank V. Cespedes, Trond Aas, Alex Hunt and Huw Newton-Hill

Reskilling employees tops the agenda in many organizations, according to a LinkedIn report. Korn Ferry estimates an 85-million person talent shortage by 2030, and McKinsey likens the challenge to the shift from agricultural to manufacturing work that occurred in the previous century. The market for global corporate learning and development (L&D)...
- November 10, 2022
- Article
5 Ways Startups Can Prepare for a Recession

By: Lou Shipley

Startups face unique challenges during economic downturns. They typically aren’t yet profitable and so are reliant on outside funding—and therefore are especially exposed when macroeconomic conditions change. To make it through a recession, startup CEOs should hit the road and talk to customers. They should also focus on preserving their company culture and retaining top employees. And they need to do whatever they can to extend their runways—including taking on a line of credit.
- November 10, 2022
- Article
5 Ways Startups Can Prepare for a Recession

By: Lou Shipley

Startups face unique challenges during economic downturns. They typically aren’t yet profitable and so are reliant on outside funding—and therefore are especially exposed when macroeconomic conditions change. To make it through a recession, startup CEOs should hit the road and talk to customers. They should also focus on preserving their company...

About the Unit

The Entrepreneurial Management Unit strives to raise the level of academic work in the field of entrepreneurship, in methodological rigor, conceptual depth, and managerial applicability. We also strive to improve the odds of entrepreneurial success for our students and for practitioners worldwide.

Because it is such a complex phenomenon, entrepreneurship must be studied through multiple lenses. We use three.

The process of entrepreneurship - We seek to understand the processes of entrepreneurial activity in start-ups and established firms by examining the antecedents and consequences of various forms of entrepreneurial opportunity identification and opportunity pursuit for individuals, organizations, and industries. We see experimentation and innovation in products, services, processes, and business models as central to entrepreneurial activity.
The finance of entrepreneurship - We seek to understand the financing of entrepreneurial ventures by studying the antecedents and consequences of entrepreneurial funding decisions both domestically and internationally.
The context of entrepreneurship - We seek to understand the ways in which entrepreneurs both respond to and shape the context in which they operate, by examining the history of entrepreneurship across time and national borders and by analyzing the legal and cultural contexts for managerial action.

Please also visit the Arthur Rock Center for Entrepreneurship.

Recent Publications

Freelancer, Ltd.

By: Christopher Stanton, Karim R. Lakhani, Jin Hyun Paik and Nina Cohodes

December 2022 |
Case |
Faculty Research

Over the course of the 2010s, the rapid advancement of mobile technologies and the rise of online freelancing platforms seemed to portend a radical transformation of labor markets into on-demand, flexible talent pools. Even though several Fortune 500 companies-including Microsoft, Samsung, and General Electric-embraced digital labor solutions, enterprise adoption lagged far behind smaller businesses and startups. Despite the promising potential benefits, concerns persisted about navigating labor regulations, ensuring appropriate vetting, and guaranteeing the quality of work. Sarah Tang, the newly appointed Vice President of Enterprise at Freelancer, Ltd., took on the challenge of crafting the growth strategy, operations, and sales of Freelancer's services to Fortune 500 companies. What it would take to convince more enterprises of the potential of on-demand freelance labor that could help them hire skilled freelancers in volume or in multiple countries simultaneously? What did the future hold for open work practices between enterprises and digital labor markets?

Keywords: Internet and the Web; Digital Platforms; Corporate Entrepreneurship; Human Capital

Citation

Educators

Freelancer, Ltd. Case Supplement

By: Christopher Stanton, Karim R. Lakhani, Jin Hyun Paik and Nina Cohodes

December 2022 |
Supplement |
Faculty Research

Over the course of the 2010s, the rapid advancement of mobile technologies and the rise of online freelancing platforms seemed to portend a radical transformation of labor markets into on-demand, flexible talent pools. Even though several Fortune 500 companies, including Microsoft, Samsung, and General Electric, embraced digital labor solutions , enterprise adoption lagged far behind smaller businesses and startups. Despite the promising potential benefits, concerns persisted about navigating labor regulations, ensuring appropriate vetting, and guaranteeing the quality of work. Sarah Tang, the newly appointed Vice President of Enterprise at Freelancer, Ltd., took on the challenge of crafting the growth strategy, operations, and sales of Freelancer’s services to Fortune 500 companies. What it would take to convince more enterprises of the potential of on-demand freelance labor which could help them hire skilled freelancers in volume or in multiple countries simultaneously? What did the future hold for open work practices between enterprises and digital labor markets?

Keywords: Change Management; Corporate Entrepreneurship; Globalized Firms and Management; Human Capital; Employment; Digital Platforms; Global Range; Computer Industry; Electronics Industry; Employment Industry; Information Industry; Australia; United States; Philippines

Citation

Purchase

Launching Technology Ventures (LTV)

By: Jeffrey J. Bussgang

November 2022 |
Course Overview Note |
Faculty Research

Keywords: Technology; Venture Capital

Citation

Purchase

The Entrepreneurial Manager: Spring 2023

By: Christina Wallace and Jo Tango

November 2022 |
Course Overview Note |
Faculty Research

Citation

Using Simulations to Upskill Employees

By: Frank V. Cespedes, Trond Aas, Alex Hunt and Huw Newton-Hill

November 15, 2022 |
Article |
Harvard Business Review (website)

Reskilling employees tops the agenda in many organizations, according to a LinkedIn report. Korn Ferry estimates an 85-million person talent shortage by 2030, and McKinsey likens the challenge to the shift from agricultural to manufacturing work that occurred in the previous century. The market for global corporate learning and development (L&D) is an estimated $350 billion, and increasing. Despite this massive investment, 75% of senior managers are dissatisfied with their L&D initiatives, and Gartner reports that 70% of employees feel they lack the skills required to do their jobs. The authors of this article outline systemic reasons for the current situation, and explain how technologies can help make L&D processes more effective in core areas of development, including decision-making, collaboration, and change management.

Keywords: Employee Engagement; Managing People; Talent Development; Training; Human Capital; Experience and Expertise; Talent and Talent Management; Retention; Personal Development and Career

Citation

5 Ways Startups Can Prepare for a Recession

By: Lou Shipley

November 10, 2022 |
Article |
Harvard Business Review Digital Articles

Startups face unique challenges during economic downturns. They typically aren’t yet profitable and so are reliant on outside funding—and therefore are especially exposed when macroeconomic conditions change. To make it through a recession, startup CEOs should hit the road and talk to customers. They should also focus on preserving their company culture and retaining top employees. And they need to do whatever they can to extend their runways—including taking on a line of credit.