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Technology Entrepreneurship in the Digital Age
Abstract
Our lives are increasingly touched by almost-ubiquitous information technology. Entrepreneurial enterprises, rather than traditional conglomerates developed much of this technology. Although entrepreneurship has long existed, the digital age has influenced the nature and impacts of entrepreneurship. The panel will consider questions related to the nature of entrepreneurship in the digital age, as well as issues related to the environment in which entrepreneurship exists, and its impact on the nature of work in the future.
... Supporting the research of scientists Litvinova [9], Abeysinghe and Malik [10], Belik et al. [11], Allen et al. [12], Khrapkina et al. [13], we would like to note the relevance of the results obtained by the authors regarding the classification of business conflicts in digital competition in entrepreneurship, the developed ways of solving the main problems of the impact of digital technologies on the support of entrepreneurial activities, the expediency of highlighting the main strategies of using digital technologies, etc. The article Litvinova [9] argues that digital competition is widespread, and the uneven distribution of technology in the entrepreneurship leads to business conflicts. ...
... Scientists have singled out four main strategies for using digital technologies: The strategy of ignoring, the strategy of formal participation in the technological revolution, the strategy of the extended participation in the technical revolution, and the strategy of leading the technical revolution. The authors Allen et al. [12] are convinced that entrepreneurship has been around for a long time, the age of digital technologies has affected the nature and impact of the entrepreneurship. In the article, the issues related to the peculiarities of conducting business in the digital technologies' era, as well as the issues related to the environment in which the entrepreneurship exists and its impact on the nature of work in the future are analyzed. ...
... The concept of technology entrepreneurship has many definitions described in the literature [47][48][49][50]. Technology entrepreneurship exists when a new development in science and/or engineering constitutes a core element of the opportunity that can enable the emergence of new market, cluster, venture or industry [51][52][53]. The new development may lead to a new business model based on first-mover advantages, network effects, technical standards and declining costs [54,55]. ...
... It is used in the case of organizations without an established market position which can be increased using new, innovative solutions. This solution is more typical for high-performance organizations and many international researchers have found that innovativeness is a very important part of high-performing enterprise configurations [51][52][53]56,57]. This model is in accordance with others authors' main findings [38,39,[54][55][56][57][58][59]. ...
This article’s aim is to explain the impact of technology entrepreneurship phenomenon on waste management enterprise performance in the conditions of COVID-19 pandemic. The concept of technology entrepreneurship according to the configuration approach and the category of high-performance organization are the theoretical bases of empirical investigation. For the implementation of empirical research, Fuzzy set Qualitative Comparative Analysis (FsQCA) was adopted. The research sample included a group of producers of Refused Derived Fuel (RDF) as a central part of the waste to energy industry located in Poland. The research results showed that the waste to energy sector is highly immune to pandemic threats. While during COVID-19, the basic economic parameters (i.e., sales, profitability and employment) of the entire industry in Poland clearly decreased, the same parameters in the case of the waste to energy industry remained at the same level. The research results allow the formulation of two high-performance models of technology entrepreneurship in the waste to energy industry under COVID-19 conditions. The first model is based on traditional technologies and hierarchical organizational structures, and the second is using innovative technologies and flexible structures. Both technology entrepreneurship models are determined by their emergence as complementary to implementation strategies and the opportunity-oriented allocation of resources within business model portfolios.
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