Cover Image

Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry

Entrepreneurial innovative action is a four-pronged strategic integration; it mitigates financial risk in knowledge transfer and technology transfer, it integrates manufacturing and business strategy, and it provides policy remedy to transform the assets and capabilities of the value system. The...

Full description

Saved in:
Bibliographic Details
Main Authors: Ekanayake, Shyamalie, Abeysinghe, Dhammika
Format: Article
Language:English
Published: Asian Academy of Management (AAM) 2010
Subjects:
HD28-70 Management. Industrial Management
Online Access:http://eprints.usm.my/36554/1/art_6_%28217-237%29.pdf
http://eprints.usm.my/36554/
http://web.usm.my/aamj/15.2.2010/art%206%20%28217-237%29.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my.usm.eprints.36554
record_format eprints
spelling my.usm.eprints.36554 http://eprints.usm.my/36554/ Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry Ekanayake, Shyamalie Abeysinghe, Dhammika HD28-70 Management. Industrial Management Entrepreneurial innovative action is a four-pronged strategic integration; it mitigates financial risk in knowledge transfer and technology transfer, it integrates manufacturing and business strategy, and it provides policy remedy to transform the assets and capabilities of the value system. The innovation process utilises market innovations to establish a competitive advantage, gathers intellectual assets, attains proprietary rights and fosters the ability to implement appropriate strategies and sustain a competitive advantage, thus generating premium value. The entrepreneur's commitment uncovers market opportunities and exploits the inventiveness of value-system technologies to result in market innovation. The integration of the above-mentioned four forces with changing market needs transforms the capabilities of the value system to allow it to sustain business value regeneration and thus generate premium value. The failure of either one or all four forces of entrepreneurs' innovative strategies will lead to a reduction in the market value of the products and disintegrate the industry value system. This phenomena was observed in the gem and jewellery industry in Sri Lanka, where the industry has been capable enough to develop a competitive product base but has been positioned to experience a reduction in market value. This reduction has resulted in the disintegration of the industry value system, forcing firms to work in isolation. Asian Academy of Management (AAM) 2010 Article PeerReviewed application/pdf en http://eprints.usm.my/36554/1/art_6_%28217-237%29.pdf Ekanayake, Shyamalie and Abeysinghe, Dhammika (2010) Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry. Asian Academy of Management Journal (AAMJ), 15 (2). pp. 1-21. ISSN 1394-2603 http://web.usm.my/aamj/15.2.2010/art%206%20%28217-237%29.pdf
institution Universiti Sains Malaysia
building Hamzah Sendut Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Sains Malaysia
content_source USM Institutional Repository
url_provider http://eprints.usm.my/
language English
topic HD28-70 Management. Industrial Management
spellingShingle HD28-70 Management. Industrial Management
Ekanayake, Shyamalie
Abeysinghe, Dhammika
Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry
description Entrepreneurial innovative action is a four-pronged strategic integration; it mitigates financial risk in knowledge transfer and technology transfer, it integrates manufacturing and business strategy, and it provides policy remedy to transform the assets and capabilities of the value system. The innovation process utilises market innovations to establish a competitive advantage, gathers intellectual assets, attains proprietary rights and fosters the ability to implement appropriate strategies and sustain a competitive advantage, thus generating premium value. The entrepreneur's commitment uncovers market opportunities and exploits the inventiveness of value-system technologies to result in market innovation. The integration of the above-mentioned four forces with changing market needs transforms the capabilities of the value system to allow it to sustain business value regeneration and thus generate premium value. The failure of either one or all four forces of entrepreneurs' innovative strategies will lead to a reduction in the market value of the products and disintegrate the industry value system. This phenomena was observed in the gem and jewellery industry in Sri Lanka, where the industry has been capable enough to develop a competitive product base but has been positioned to experience a reduction in market value. This reduction has resulted in the disintegration of the industry value system, forcing firms to work in isolation.
format Article
author Ekanayake, Shyamalie
Abeysinghe, Dhammika
author_facet Ekanayake, Shyamalie
Abeysinghe, Dhammika
author_sort Ekanayake, Shyamalie
title Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry
title_short Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry
title_full Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry
title_fullStr Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry
title_full_unstemmed Entrepreneurial Strategic Innovation Model For Attaining Premium Value For The Sri Lankan Gem And Jewellery Industry
title_sort entrepreneurial strategic innovation model for attaining premium value for the sri lankan gem and jewellery industry
publisher Asian Academy of Management (AAM)
publishDate 2010
url http://eprints.usm.my/36554/1/art_6_%28217-237%29.pdf
http://eprints.usm.my/36554/
http://web.usm.my/aamj/15.2.2010/art%206%20%28217-237%29.pdf
_version_ 1643708816228876288
score 13.211869

Similar Items