Abstract
Shared entrepreneurship (SE) is becoming recognized as an organizational model that can succeed in a rapidly changing global marketplace where the hierarchical command and control model cannot.1 Hierarchical command and control stifles innovation and often fails to reward those who are responsible for an innovation.2 Innovation, whether product, process, or organizational, is the driver of success. This has always been true, but it is more critical today than ever before because of rapidly changing technological advances and consumer preferences. The academic evidence is sketchy because shared entrepreneurship is an emerging and growing practice although a limited number of organizations have been using it for 50 or more years. Those that do practice shared entrepreneurship appear to have a better chance of survival than those that don’t.3
See Shipper, F., Manz, C. C., Nobles, B., & Manz, K. P. 2014. Shared entrepreneurship: Toward an empowering, ethical, dynamic and freedom-based process of collaborative innovation. Organization Management Journal, 11(3).
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Shipper, F., Manz, C.C., Manz, K.P., Nobles, B. (2014). Shared Entrepreneurship: Toward an Ethical, Dynamic, Empowering, Freedom-Based Process of Collaborative Innovation. In: Shipper, F. (eds) Shared Entrepreneurship. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137405807_2
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