 Shared Entrepreneurship: A Path ForwardFrank Shipper Chapter Chapter 6 in Shared Entrepreneurship, 2014, pp 97-108 from Palgrave Macmillan Abstract: Abstract There can be little doubt both from the prior research cited and the cornpanies highlighted in this book that the business case can be made for a paradigm shift from the conventional hierarchical command and control business model to shared entrepreneurship (SE). By one estimate based on research, companies that practice SE have the potential to be 50 percent more profitable and have a market capitalization value 50 percent greater than those that do not.1 In addition, the preponderance of evidence suggests that such firms are more profitable, and do not drop as far in a recession and recover faster and stronger than their competitors. For example, Herman Miller increased its market value 115 percent between 2008 and 2012 and its percentage of industry capitalization from 8.88 percent to 18.87 percent, a 106 percent increase. In other words, not only did Herman Miller’s market value increase over 100 percent, but its relative strength in the industry increased over 100 percent too. Keywords: Gross Domestic Product; Human Resource Management; Chief Executive Officer; Great Recession; Profit Sharing (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-40580-7_7 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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