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... Brown and Howard Rheingold and the three of us stuck our heads together and co-authored an article entitled "Entrepreneurial learning in the networked age: How new learning environments foster e...

7. Are You a Knowledge Entrepreneur?
(0 Introduction/0.1 Motivation, Aim & Overview)
...aching&learning) as the primary motivation. Therefore the concept allows to exploit the positive aspects of an entrepreneurial spirit without loosing the special character and mission of the unive...

8. 5.2.2. Internet Based Knowledge Entrepreneurship in Universities
(5 Best in Breed KE & Conclusions/5.2. Conclusions)
...rks that allow for ‘taming’ of the technology are needed.  Institutionalisation of the continuous entrepreneurial process of assessing and incorporating the emerging opportunities wil...

9. 5.2.1. Practical Knowledge Entrepreneurship in Universities
(5 Best in Breed KE & Conclusions/5.2. Conclusions)
...he cause of culture, needs to be created (so that stakeholders are motivated and have the right approach to pursue entrepreneurial initiatives). Second the right gestell (see Chapter 4 section 4.2.5.)...

10. 5.1.1. Best of Breed Knowledge Entrepreneurship
(5 Best in Breed KE & Conclusions/5.1. Best of Breed Knowledge Entrepreneurship)
...moral obligation to spread knowledge, the practice can still be considered as predominantly positive and knowledge entrepreneurial because of the dissemination of knowledge assets as a public good. ...

11. 5.1.0. Introduction
(5 Best in Breed KE & Conclusions/5.1. Best of Breed Knowledge Entrepreneurship)
...of how to implement knowledge entrepreneurship are depicted in relation to Burton Clark’s pioneering work on entrepreneurial universities. In a third section, some particularly interesting pheno...

12. 4.2.6. Knowledge Entrepreneurial Practice
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
... Thereby the five elements proposed to influence knowledge entrepreneurship have been classified under the general entrepreneurial activities of identifying, evaluating and realizing opportunities. ...

13. 4.2.5.2. Far From Equilibrium Spaces
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...sh; the ability to kick-off and implement a project with minimal resources – is one of the quite interesting entrepreneurial abilities, there can be no doubt that the availability of resources h...

14. 4.2.5.1. (2) Distributed Leadership
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...se” or chaos in scientific experiments until someone recognizes a pattern in them. In the university’s entrepreneurial context, the preparation for serendipity means that the organisationa...

15. 4.2.5. Institutional Infrastructure and Gestell
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...ce (chapter 1 Annex C) the following section will elaborate the components of what provides the environment for an entrepreneurial mindset. First, the power- or political-structures of the institution...

16. 4.2.4.4. Ethics & Sustainability
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...ractices to emerge because they would create an un-equal condition. Even though the attractors comprising the entrepreneurial mindset are simultaneously at work, there is a certain logic as to ho...

17. 4.2.4.3. Pragmatism
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...ject rather then for meta-physical considerations. The actitudes of making decisions and experimenting are the two entrepreneurial practices most clearly related to pragmatism. Pragmatists are interes...

18. 4.2.4.2. Axiology & Teleology
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...alue is discussed, one value, the value of autonomy in the decisions, is proposed to play a substantial role in an entrepreneurial mindset by influencing motivation. Once the insight of the inte...

19. 4.2.4. (2) The four poles of an entrepreneurial mindset
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...phenomenological action research method, are found to influence the individual as well as collective/institutional entrepreneurial identity, persona or mindset [i]. They are presented in sequential or...

20. 4.2.4. Mindset & Values
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
... happens through mission, vision and strategy statements. Figure 4.3 - Philosophical Model of an Entrepreneurial Mindset Following Faltin (2007), an entrepreneur needs to h...

21. 4.2.3. Knowledge Entrepreneurship in Universities
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...re 4.2.). On the one hand, the mindset and values assessed to be fruitful for the development and expression of an entrepreneurial persona [i] (Erikson, 1974) are described. On the other hand, environ...

22. 4.2.2. Cybernetic Analysis of a complex system
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...e concepts found influential in setting the investigatory scene.   4.2.2.1.    Entrepreneurial and Second Order Cybernetics Birnbaum (1988; 2004), who describes t...

23. 4.1.5. Web Knowledge Entrepreneurship
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...he botanical garden. At the UPC and the UOC provision of wireless access is advanced more on a need basis based on entrepreneurial agents identifying the beneficial opportunity and realizing the burea...

24. 4.1.4. Approaches
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
... strategy process, which is assessed to negatively influence IT opportunity exploitation. On the positive side the entrepreneurial mindset and practice at the CeDiS proves its benefits in comparison t...

25. 4.1.2. Strategy and Practise in the case of Internet based innovation Appropriation
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...   --------------------   [i]  Again, as raised in the section on knowledge entrepreneurial practice, the university as an institution, not individualistic strat...

26. 3.4.11. Analysis and Conclusion
(3 Case-Studies/3.4. Case-Study UOC)
.... Thus, we witness the opportunities therein to improve research practices whilst positioning the university as an entrepreneurial leader in the emerging field. ------------------------------ ...

27. 3.4.10. Unique Strange Attractors
(3 Case-Studies/3.4. Case-Study UOC)
...for the first time.  Consequently, this newfound anonymity can make it a new and emancipatory experience. The entrepreneurial spirit is also confirmed by the 2007 PIC study in which UOC’s s...

28. 3.4.8. UOC Position (Institutional Results)
(3 Case-Studies/3.4. Case-Study UOC)
...vational skills of the tutor) what quality the learning experience has cumulatively. In fact UOC needs a knowledge entrepreneurial mindset to identify, evaluate and realize the opportunities to learn....

29. 3.4.6. Knowledge Entrepreneurship
(3 Case-Studies/3.4. Case-Study UOC)
...3). Naturally, risk minimization has been stressed by decision makers, possibly because UOC had engaged in several entrepreneurial ventures that were not particularly successful.  These included ...

30. 3.4.3. Setting & Typology
(3 Case-Studies/3.4. Case-Study UOC)
...undation According to ex-vice-manager Carles Esquerre, “this network of companies develops from an entrepreneurial spirit to offer UOC generated services to the society and at the same...

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