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dc.contributor.advisorJohnson, Thomas G.eng
dc.contributor.authorRaines, Neuseng
dc.date.issued2014eng
dc.date.submitted2014 Springeng
dc.description"May 2014."eng
dc.descriptionDissertation Supervisor: Dr. Thomas G. Johnson.eng
dc.descriptionIncludes vita.eng
dc.description.abstractThe recent economic recession in the U.S. and in the E.U. is enhancing entrepreneurship processes around the world. Old forms of production are becoming obsolete along with old ways of organizing the economy and society. This scenario and the emergence of new leadership processes have prompted an increase in entrepreneurship focused on the needs of new niches. However, not all entrepreneurship and leadership processes have been successful in achieving their goals. Research on entrepreneurship and leadership has identified the need to further understand the dynamic features of these processes and their complexity. One of the sectors in the U.S. that has shown major growth during the last decade is the wine sector. The increase of national and international market competition in the wine sector has prompted new entrepreneurship and leadership processes in this sector. As a result, it seems timely and appropriate to expand our understanding of effective entrepreneurship and leadership processes in the U.S. wine industry. The dissertation's main contributions are to: (a) expand the understanding of the dynamics of entrepreneurship, (b) expand the understanding of how human cognition relates to its contexts in order to make entrepreneurship effective, (c) identify two types of leadership that are key for achieving companies' sustained competitive advantage, (d) expand the understanding of how human cognition relates to its contexts in order to make leadership effective, (e) identify the structures (traits and processes) that effective entrepreneurship and leadership share, (f) identify the synergies between entrepreneurship and leadership, and (g) bring useful insights to the nine wineries interviewed so that they can address their current challenges more effectively. Results indicate that there is a co-evolutionary process between entrepreneurs' cognition and their surroundings. The key elements that enhance the success of entrepreneurship processes are: (a) a clear vision and mission, (b) the ability to undergo deeeng
dc.description.bibrefIncludes bibliographical references (pages 201-214).eng
dc.format.extent1 online resource (3 files) : illustrations (some color)eng
dc.identifier.merlinb107804529eng
dc.identifier.oclc905981741eng
dc.identifier.urihttps://hdl.handle.net/10355/44195
dc.identifier.urihttps://doi.org/10.32469/10355/44195eng
dc.languageEnglisheng
dc.publisher[University of Missouri--Columbia]eng
dc.relation.ispartofcommunityUniversity of Missouri--Columbia. Graduate School. Theses and Dissertationseng
dc.rightsOpenAccesseng
dc.rights.licenseThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 License.
dc.sourceSubmitted by the University of Missouri--Columbia Graduate Schooleng
dc.titleExpanding our understanding of effective entrepreneurship and leadership processes : an application to the wine sectoreng
dc.typeThesiseng
thesis.degree.disciplineAgricultural economics (MU)eng
thesis.degree.grantorUniversity of Missouri--Columbiaeng
thesis.degree.levelDoctoraleng
thesis.degree.namePh. D.eng


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