Category - Brian Barnard

Wits Business School, University of the Witwatersrand (WITS), South Africa

Tina PHIRI Brian Barnard

Entrepreneurship and Innovation: The Antecedents of Opportunity

The study examines the antecedents of opportunity in greater detail. A literature review highlights 9 antecedents of opportunity, and it was further investigated how these factors impact opportunity recognition. Some of the leading antecedents of opportunity were: solving problems, goals and aspirations, artistic creativity, adoption and networking. None of the antecedents by themselves are sufficient for innovation, as each has a caveat that may also hinder innovation. Also, it is evident that a number of the antecedents may offer unique solutions and benefits, including the acceleration of the identification of ideas and opportunities. In certain contexts, one antecedent may be more applicable or beneficial than another. Each antecedent potentially offers and allows expert areas of innovation, with innovators becoming very experienced in a particular antecedent as an area of innovation. Consequently, the innovator may continually gravitate towards a certain antecedent. A number of...

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Brian Barnard Derrick HERBST

Innovation and Entrepreneurship: The Necessary Conditions of Value Creation

The necessary conditions of value creation are considered from the vantage point of innovation and entrepreneurship. Both demand side (basic needs, customer perceived value, and customer satisfaction) and supply side (science, technology, and knowledge) considerations of value creation are examined. The relationships between value creation and basic needs, customer perceived value, and knowledge are further examined. Although a number of factors are identified that impact value, only four are seen as primary factors of value: price, benefit, satisfaction, and experience. The innovator and entrepreneur can create value, and quantify the uniqueness of their value offerings, through these four primary factors. The study concludes that, on the demand side, basic needs may be an indirect driver of value creation, and customer perceived value as concept may be useful in the context of value creation. At the same time, it is believed that the four factors – price, benefit, satisfaction, and...

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