Hanne Stokvik

Problem: the concept of strategic entrepreneurship remains underdeveloped. Research question: how can various aspects of strategic entrepreneurship provide us with more insight into intrapreneurial intensity? Purpose: to shed some light on the concept of strategic entrepreneurship. The aim is to discuss three aspects of strategic entrepreneurship: risk, knowledge processes and value creation. Methodology: conceptual generalization. Findings: 1. A mini-theory is developed on the basis of the insights reached. 2. A development of Kirzner’s concept of hidden knowledge as the foundation for entrepreneurship and innovation in organizations

The problem studied is related to new venture creation. The question the authors will examine here is: What are the knowledge conditions for new venture creation? The methodology used is conceptual generalization. The purpose of the paper is to bring new understandings to venture creation. In attempting to answer the research question, the authors hope to make a contribution to a policy for supporting entrepreneurship, both corporate entrepreneurship and independent entrepreneurship. The approach the authors adopt here has its roots in the Austrian School. The area of research is the global knowledge economy of the 21st century. Finding one, in this paper, is that entrepreneurial policy has to take four types of knowledge (explicit, tacit, implicit, hidden) into consideration in order to effectively bring forward new venture creation. Finding two is a mini theory, i.e., a system of propositions for new venture creation. Finding three is a system of methodology developed to bring forward the four knowledge types mentioned in finding one

Problem: We don’t know how tacit knowledge, organizational learning and innovation are linked. Research question: What is the relation between tacit knowledge, organizational learning and innovation? Methodology: Conceptual generalizing. Purpose: To create a link between tacit knowledge, organizational learning and innovation.
Contribution:
1. The authors develop a typology for tacit knowledge and organizational learning that may help us to understand the interaction between different types of tacit knowledge, organizational learning and innovation.
2. The research of the authors shows that tacit knowledge may be said to have three faces: one conservative that limits the continuous improvement process, a second that guards an organization against imitation, and a third that promotes innovation.
3. The authors develop a theory, i.e., a system of propositions related to how do different types of tacit knowledge and organizational learning influence innovation?

Keywords: tacit knowledge, organizational learning, innovation.
JEL Classification: M10