A Proposal for a Standard With Innovation Management System

Yvonne Lagrosen and Stefan Lagrosen
particularly useful (Nonaka and Takeuchi, 1995). Therefore, our studies will contain qualitative
methodologies aimed at understanding subtle aspects such as values and tacit knowledge.
Although, organisational learning usually deals with separate organisations its scope should go
beyond the individual organisation. Current business is becoming ever more interconnected and value
is usually created in networks. Ideally, learning networks can be created (Garcia, 2006).
4. Entrepreneurship and innovation
The term entrepreneurship derives from the French words "entre" (between) and "prendre" (to take).
Thus, literally, an entrepreneur is someone who takes a position between a supplier and a customer.
According to the French economist JB Say, an entrepreneur is a person who "shifts economic
resources from an area of low productivity into an area of higher productivity and greater
yield"(Chaston, 2000). This definition would probably cover most activities of business but
entrepreneurship has developed into a concept including elements of risk taking and innovation.
Entrepreneurial marketing is different from traditional marketing management, business marketers act
differently, and thus their behaviour enriches the understanding of the possibilities of marketing(Hills
and Hultman, 2006). In many cases, entrepreneurship is used to describe the activities of smaller
firms. Yet not all small businesses are entrepreneurial. On the contrary, many conduct marketing in a
very traditional way. For them to be considered entrepreneurial there must also be some innovation
and creativity in the way they act. In addition, entrepreneurial marketing, may also be applicable in
large firms, given the turbulence, risks and uncertainties surrounding today's markets (Hills and
Hultman, 2006).
Moreover, entrepreneurial thinking is making its way into other areas than the industry with
implications for innovation. For example, social entrepreneurship is used to describe business activity
in the social field as a complement or alternative to traditional welfare systems(Thompson et al.,
2000). Similarly, cultural entrepreneurs are individuals or companies who act in an entrepreneurial
way in the cultural sphere (Wilson and Stokes, 2002).
Several researchers have noted characteristics or personal tendencies that are common among
entrepreneurs, which distinguish them from other managers. Some examples of such properties that
are particularly relevant in this case are(Lamping and Kuehl, 1997):
� A passion for business. This should include both personal and emotional commitment.
� Confidence. Entrepreneurs often have profound knowledge of their products and markets which
makes them confident in themselves.
� Management of risk. Entrepreneurial activities usually contain an element of risk taking.
Nevertheless, many entrepreneurs manage risks very carefully.
� Changes are opportunities. Entrepreneurs are not frightened by change. Rather, they search for it
and exploit it. They have a capacity to master change to their own advantage.
There is an obvious connection between organisational learning and entrepreneurship, which benefits
from entrepreneurs having in-depth knowledge, and thus entrepreneurial learning needs to be
active,leading to the acquisition of entrepreneurial patterns rather than just experiences and skills
(Wing Yan Man, 2006).
5. Methodology
Since the purpose of the study is explorative, we chose to carry out a qualitative study. Seven leading
Swedish spa-hotels have been contacted and agreed to participate. In-depth interviews (Patton,
1990) with managers were performed. The spa-hotels and the person interviewed are listed in Table
1.
The interviews were conversional to their nature. No fixed questionnaire was used. Instead the
respondents were encouraged to speak freely about their situation, their problems and their visions
for the future. Follow-up questions were asked by the researchers but every effort was made not to
influence the respondents in any direction. Each interview lasted for about an hour and they were
carried out in the premises of the respective companies.
415