Being a scientist has changed dramatically in recent times. Through patenting and commercialization, scientists today can develop their work beyond a publication in a learned journal. Indeed, universities and governments are encouraging today's scientists and engineers to break their research out of the laboratory and into the commercial world. However, doing so is complicated and can be daunting for those more used to a research seminar than a boardroom. Start-ups are journeys into uncertainty and entrepreneurs are individuals who are comfortable with uncertainty, thrive on challenges and are prepared to take risks. This book, written by experienced scientists and entrepreneurs, deals with businesses started by scientists based on innovation and sets out to clarify for scientists and engineers the steps necessary to take an idea along the path to commercialization and maximize the potential for success, regardless of the path taken. The difference between a scientist and an entrepreneur is discussed as is the consequence to an enterprise of misunderstanding this difference. The various roles in which an entrepreneur can act are discussed, as are the types of business that a scientist can start. The concept of patent protection is explained as is the process of applying for a patent. The authors take the reader through the need for a business plan and give examples of how such a plan might look. Fundraising is discussed at length with attention focussed on sources of funding and the technique of 'pitching' for funds. Managing a start-up is explored and the function and roles within the management team are discussed.

This book shows engineers and scientists how to create new products that are income-producing for themselves and for investors.

Envisioning the Future of Learning for Creativity, Innovation and Entrepreneurship outlines the work and findings of the Erasmus+ VISION research project. Education is changing and teachers and students around the world are reshaping it. This book is designed to help educators, policy makers and stakeholders from industry and society at large navigate the changing landscape of education for creativity, innovation, and entrepreneurship (CIE). Built on insights from more than 250 experts, the book presents a learning landscape that captures today’s shifts within CIE education and proposes guidance and potential pathways for those involved in the field. The book shows that the landscape of education for CIE is influenced by: Learning as an immersive experience driven by play and experimentation The rise in on the job education and learning by doing as part of life-long upskilling Teachers’ roles evolve to be coaches and mentors developing hard and soft skills Numerous images are included in the book using the technique of visual thinking, stimulating imagination, creativity and innovation.

As an authoritative guide to biotechnology enterprise and entrepreneurship, Biotechnology Entrepreneurship and Management supports the international community in training the biotechnology leaders of tomorrow. Outlining fundamental concepts vital to graduate students and practitioners entering the biotech industry in management or in any entrepreneurial capacity, Biotechnology Entrepreneurship and Management provides tested strategies and hard-won lessons from a leading board of educators and practitioners. It provides a ‘how-to’ for individuals training at any level for the biotech industry, from macro to micro. Coverage ranges from the initial challenge of translating a technology idea into a working business case, through securing angel investment, and in managing all aspects of the result: business valuation, business development, partnering, biological manufacturing, FDA approvals and regulatory requirements. An engaging and user-friendly style is complemented by diverse diagrams, graphics and business flow charts with decision trees to support effective management and decision making. Provides tested strategies and lessons in an engaging and user-friendly style supplemented by tailored pedagogy, training tips and overview sidebars Case studies are interspersed throughout each chapter to support key concepts and best practices. Enhanced by use of numerous detailed graphics, tables and flow charts

The essential problem in entrepreneurship is improving the performance of entrepreneurs. The most important theories will be the ones that most enable us to predict and then ultimately influence entrepreneurial performance. This book develops a new and more accurate theory of entrepreneurial performance based in entrepreneurial creativity. The field of entrepreneurship has a long tradition of expecting entrepreneurial performance to be influenced by creativity, tracing back even before the pioneering work of Joseph Schumpeter (1883 to 1950), who defined entrepreneurship as creative-destruction—creating the new by supplanting or destroying the old. Subsequently, psychologist Robert Sternberg defined creativity as broadly encompassing creative aspects of personality, motivation, intellect, thinking style and relevant knowledge. Using Sternberg’s definition of creativity, the authors reviewed the evidence directly linking entrepreneurial creativity and entrepreneurial performance, concluding that the linkage is both statistically and practically significant. In order to scientifically tie entrepreneurship to creativity the book pursues a number of major objectives: In parts one and two, the authors remind us of our scientific challenge in the light of the depressing levels of performance typically to be found in the real world of entrepreneurship and explores the limitations of the dominant paradigms driving research in the field of entrepreneurship today. In part three, they bring together existing evidence to demonstrate the predictive and explanatory powers of creativity in relation to entrepreneurship. In part four, they further explore correlations between creativity and entrepreneurial performance at the individual and macro or society, levels. In summary, the book offers a bold predictive theory linking entrepreneurial creativity to entrepreneurial performance, however neither as boldly as a definitional linkage nor as timidly as one in a hundred or so factors potentially explaining entrepreneurial performance. This result is a general scientific theory that offers a serious challenge to entrepreneurial scholars who are pursuing other means for understanding the causality of entrepreneurial performance.

Reignite your creative-thinking skills to produce innovative solutions Organizational Creativity: A Practical Guide for Innovators and Entrepreneurs by Gerard J. Puccio, John F. Cabra, and Nathan Schwagler, is a compelling new text designed to transform the reader into a creative thinker and leader. Arguing that creativity is an essential skill that must be developed, the authors take a highly practical approach, providing strategies, tools, and cases to help readers hone their creative abilities. Whether students are preparing to become entrepreneurs or to work in an established firm, this text will help them survive and thrive in an era of innovation and change.

Creativity can be viewed as the first stage of the overall innovation process, an important dimension of the entrepreneurship and new venture creation processes, and as such, it is considered to be a cornerstone of organizational competitiveness in this global, knowledge-based economy. Research on creativity has increasingly become multilevel, with most work conducted at the individual or team level of analysis. At the same time, there is a large body of research being conducted at the organizational level of analysis on innovation, and there has been a significant amount of entrepreneurship research at the individual level, with an increasing focus on organizational entrepreneurship. However, these three research streams have developed independently, and there has been very little knowledge transfer between the three areas. Because entrepreneurship is often said to be a process that is required to convert innovation into business ventures that will deliver benefits to stakeholders, it is typically driven by an individual or small group of individuals. Creativity research, innovation research, and entrepreneurship research have the potential to inform each other, enriching our knowledge of each area, particularly with regard to the cognitive processes and behaviors that are most effective. This Handbook includes contributions from the leading scholars in these three research areas, who integrate contemporary research findings on organizational creativity, innovation, and entrepreneurship and provide fruitful new research directions."

The second edition of this exhaustive work (ECIIE) comprehensively covers the broad spectrum of topics relating to the process of creativity and innovation, from a wide variety of perspectives (e.g., economics, management, psychology, anthropology, policy, technology, education, the arts) and modes (individual, organization, industry, nation, region). This edition includes some 400 topical entries, definitions of key terms and concepts and review essays, from a global array of more than 250 researchers, business executives, policymakers, and artists, illuminating the many facets of creativity and innovation and highlighting their relationships to such universal concepts as knowledge management, economic opportunity, and sustainability. Entries feature description of key concepts and definition of terms, full-color illustrations, case examples, future directions for research and application, synonyms and cross-references and bibliographic references.

The growing role of science and technology in modern society has generated a need for unique management skills on the part of scientists and engineers. While this need is widely recognized, there is little agreement on the most appropriate way in which it should be satisfied. The general literature on management does not usually recognize the problems that are unique to those engaged in science and high technology. This lack is also reflected in the considerable variety of formal management training, which more often than not has missed its mark, at least when judged by the response of participating scientists and engineers. My recent experience, teaching graduate students and prac ticing scientists and engineers about those aspects of manage ment that are likely to be most relevant to their future endea vors, has been the principle motivation for this book. The book reflects some of what I have learned from that experience and has been further encouraged by the convic tions that (1) the distribution of management potential among engi neers and scientists is no different from that of other groups with comparable academic achievement; (2) successfully managed scientific and technical enterprise provides the most useful source of learning, and (3) the process of learning is facilitated by referring to the experience that has proven effective in creating an environ ment in which scientific and technical enterprise has flour ished.