中小企業(yè)管理——我們可以從創(chuàng)業(yè)理論中學(xué)到什么[外文翻譯]

1、本科畢業(yè)論文（設(shè)計(jì)）外文翻譯SMEManagement–WhatCanWeLearnFromEntrepreneurshipThey1.0IntruductionManycontributionsfrommanagementtheystrategyresearchremindustoconsidertheentrepreneurialcreativedimensionofmanagement–eveninsituationswhereS

2、MEsareconfrontedwithfiercedynamiccompetitioncomplexturbulentbusinessenvironmentsdemingpowerfulcustomerslimitedresources.InfactitisnoteasyfSMEstofinddevelopapromisingstrategicpathofganizationaldevelopmentwhenthedinarybusi

3、nessseemstoattractalmostalltheavailablefcesofthefirm.Neverthelesstheinnovativepotentialthehighflexibilityduetolowfmalcomplexityoftheganizationtheclosenesstothecustomertheindependenceintermsofbeingfreefromoutsidecontrolth

4、edeepimpactoftheowneronthebusinessaretypicalattributesofsmallbusinessfirmsoftenmentionedinliterature(e.g.Stanwth–Curran1976Stey1994Beaver2002).ItremindsusthatSMEsareinnowaypowerless.Insteadtherearenumerouswaysindertoshap

5、eevendifficultmarketsituations.Whensearchingftheeticalframewkswhichaddressvoluntarismregardingtherelationshipbetweenthefirmtheexternalbusinessenvironmentwecanfindsomeinterestingapproaches.E.g.theresourcebasedview(Barney1

6、991)thedynamiccapabilityperspective(Teeceetal.1997)thecompetencemovement(Hamel–Prahalad1994)emphasizetheproactivepotentialofthefirmbyreferringtocertaintypesofresourcescapabilities.Theirbasicreasoningiswelladoptedinmanage

7、mentresearchisalreadyonthewaytoperatesmallbusinessmanagement(e.g.Shepherd–Wiklund2005).Mesurprisinglythepotentialofentrepreneurshiptheyisnotwellscrutinizedsofaralthoughitoffersarichtraditionisclosetotheparticular(Cantill

8、on1755).Manyfollowuppublicationsenrichedtheinitialthoughtsinthefollowingdecadesuptillnowthereisaconsiderablevarietyofentrepreneurialfunctionsunderdiscussion(Hbert–Link1988Schoppeetal.1995).Therearestaticdynamicfunctionsa

9、swell.HbertLink(1988)differentiateamongthreedifferentschoolsofentrepreneurshipwhicharebasedonresearchindifferentcountries:?ThereisanAmericanSchool(ChicagoSchool)referringtotheproblemofmanaginguncertainty(e.g.Knight1921).

10、??VonThnen(1826)Schumpeter(1934)constitutedinfluencedtheGermanSchooldealingwiththefunctionofinnovation.?TheAustrianSchoolfocusesupondisequilibriaincompetitionthenatureofhumanactionstressestheneedfarbitrageprofits(vonMise

11、s1949Kirzner1973).WhatdotheseotherfunctionstellusFirstofallitturnsoutthatmanagementwillbepointermsofperfmancemeasuresaslongastheexecutionofentrepreneurialfunctionsisneglected.Iffirmsareconfrontedwithcomplexityturbulenced

12、onotconsiderthemanagementofuncertaintytheyaremelikelytofail.Secondlythefunctionaldiscussiontellsusthatitispossibletooperationalizeconcretizeentrepreneurshipentrepreneurialbehaviourbyreferringtocertainfunctionstobeexecute

13、d.Thirdlyitseemstobedifficulttoisolateoneonlyonefunctionfittingallthe(imptant)requirementsofmanagement.Theprotagonistsofentrepreneurshiptheyconsideredthisproblem.Somedrewtheconclusiontopointtoafocusedfunction.Othersfavou

14、redacertaincomplexofentrepreneurialsubfunctionsthatareintegratedintoacohesivemetafunction.Bystudyingtheliteratureonentrepreneurshiptheythereisoneimptantimpression.Theconceptsdiffersignificantlybythechosenfocus(Freiling20

15、06):?Therearemonofunctionalapproacheswithonefunctiontobeexecutedindertobesuccessful.Kirzner’s(1973)arbitragefunctionbelongstothiscategy.?Metafunctionalapproachesindicatethatincaseofalertlyblendingsubfunctionsentrepreneur