Puusa, A. and Mazzarol, T.
Co-operative innovations
In P. Eriksson, Montonen, T., Laine, P-M., and Hannula, A. Elgar Encyclopedia of Innovation Management, (pp. 74-78), (2025). Cheltenham, Glos, UK., and Northampton, MA, USA, Edward Elgar Publishing.
The co-operative has provided an innovative and effective business model for addressing economic and social problems for centuries. However, it has been ignored and marginalized by mainstream economics and management theories. It is relevant to increase the level of understanding about the co-operative business model and its potential to deliver innovation. Co-operatives provide a middle path alternative to mainstream neoliberal or socialist business models; not replacing them but offering an alternative. In other words, cooperatives provide an innovative solution to the capitalistic dilemma.
Malone, P., Mazzarol., T., and Reboud, S.
The Entrepreneurial Innovation Value Model and the importance of entrepreneurial leadership, knowledge, and learning, in commercialisation.
In N. Pfeffermann, & M. Schaller (Eds). (2023). New Leadership Communication - Inspire Your Horizon, (pp. 273-300), Cham, Springer.
This chapter reviews the Entrepreneurial Innovation Value (EIV) model, a framework for analysing how innovative small firms commercialise their products. The EIV model highlights both 'hard' and 'soft' systems, with emphasis on the firm's Capabilities Architecture_—including knowledge management, organisational learning, open innovation, managerial competence, entrepreneurial cognition, entrepreneurial orientation, social capital, and networks. The case study focuses on how these elements, particularly managerial competence, entrepreneurial cognition, social capital, and networking, influence successful commercialisation.
Mazzarol., T.
Co-operative and Mutual Enterprises as a Business Model Innovation.
In COOP Dialogue Issue 2 Future proofing Cooperatives through innovation. (2022). (pp. 5-10). www.ica.coop, International Cooperative Alliance.
This article examines the nature of cooperative and mutual enterprises (CMEs) as an example of business model innovation. It overviews the historical evolution of the CME business model and its adoption of both economic and social innovation practices to achieve its strategic purpose. Historically, the resilience and sustainability of the CME business model have been shaped by its ability to respond to member needs through the application of economic and social innovation.
Mazzarol., T.
Future Research Opportunities: A Systematic Literature Review and Recommendations for Further Research into Minority Entrepreneurship.
In T. Cooney (Ed). (2021). The Palgrave Handbook of Minority Entrepreneurship. (pp. 503-563). Switzerland AG, Palgrave Macmillan, Springer Nature.
This chapter uses a systematic literature review to trace the development of minority entrepreneurship research from the 1940s to the early 2020s. It identifies leading authors, key publications, main research areas, methods, and findings. Although now multidisciplinary, the field faces fragmentation and issues with definition, methodology, and focus. The chapter discusses future research directions and concludes that the area holds significant potential for further study.
Malone, P., Mazzarol, T., and Reboud, S.
Skin Elements Ltd - The Importance of Knowledge Management in Commercialisation.
In N. Pfeffermann (Ed). (2020). New Leadership in Strategy and Communication: Shifting Perspective on Innovation, Leadership, and System Design. (pp. 299-328). Singapore, Springer-Nature.
This chapter analyses the success of Skin Elements Ltd., a biotech start-up that developed and commercialised a new skincare technology worldwide. It focuses on how knowledge management shaped their innovation strategy, highlighting the roles of open innovation, absorptive capacity, and entrepreneurial operations management in the commercialisation process. The chapter starts with a case overview, introduces key concepts, integrates academic literature, and concludes with lessons for research, policy, and practice. Insights are based on the lead author’s first-hand experience from the company’s first 12 years.
Mazzarol, T., Clark, D., and Reboud, S.
Economic Gardening: What it is and what it does for the generation of jobs and economic growth.
In M. P. Miles, Battisti, M., Lau, A., & Terziovski, M. (Eds). (2018). Economic Gardening Entrepreneurship, Innovation and Small Business Ecosystems in Regional, Rural and International Development. (pp. 1-33). Prahran VIC Australia, Tilde Publishing and Distribution.
In this chapter, we examine the nature of EG and how it offers a tool for policy makers seeking to foster economic growth and employment creation. First, we discuss the historical origins, nature and context of EG as an economic development strategy. Next, we examine the underlying nature of EG and then briefly compare EG with other approaches to economic growth including national innovation systems and entrepreneurial ecosystems. In the conclusion, we provide a series of implications for further research, policy and practice.
Mazzarol, T., Malone, P., and Reboud, S.
Scanalyse - A Case Study of the Role of Social Capital, Strategic Networking, and Word of Mouth Communication in the Diffusion of an Innovation.
In N. Pfeffermann, and Gould, J. (Eds). (2017). Strategy and Communication for Innovation: Integrative Perspectives on Innovation in the Digital Economy, Third Edition. (pp. 147-174). Switzerland, Springer-Nature.
In this chapter, we examine the nature of EG and how it offers a tool for policy makers seeking to foster economic growth and employment creation. First, we discuss the historical origins, nature and context of EG as an economic development strategy. Next, we examine the underlying nature of EG and then briefly compare EG with other approaches to economic growth including national innovation systems and entrepreneurial ecosystems. In the conclusion, we provide a series of implications for further research, policy and practice.
Reboud, S. and Mazzarol, T.
Low-Tech Entrepreneurship.
In E G. Carayannis (Ed). (2017). Encyclopedia of Creativity, Invention, Innovation, and Entrepreneurship. (pp. 1-8). Springer Science + Business Media LLC.
Research highlights key differences in innovation between low and high R&D firms. Small firms, operating with fewer resources, tend to use informal approaches, leverage personal networks, and seek peer advice—especially in low- and mid-tech sectors. Innovation can occur throughout the value chain and often involves collaboration, which is particularly relevant for smaller enterprises. SMEs commonly encounter resource constraints and limited marketing or management systems, making innovation and commercialisation more challenging. Nonetheless, evidence shows that small firms can innovate successfully despite these limitations.
Mazzarol, T., Battisti, M., and Clark, D.N.
The role of universities as catalysts within entrepreneurial ecosystems.
In M. D. Clark, T. and M. Battisti (Eds.). (2016). Rhetoric and Reality: Building Vibrant and Sustainable Entrepreneurial Ecosystems. (pp. 36-68). Melbourne, Tilde Publishing.
Universities are vital to the entrepreneurial ecosystem by educating graduates, supporting innovation, and conducting entrepreneurship-focused research. This chapter reviews current approaches to entrepreneurship education, examines universities' roles in knowledge creation—especially through empirical evaluation—and outlines the processes of commercialising innovations and improving industry partnerships. A case study of the University of Waterloo illustrates university impact within a regional ecosystem. The chapter concludes with recommendations for future research, policy, and practice.
Baker, S., and Mazzarol, T.
Australia’s hidden giants – the Aussie ‘Mittelstand’.
In D. Clark, McKeown, T., and M. Battisti (Eds.). (2016). Rhetoric and Reality: Building Vibrant and Sustainable Entrepreneurial Ecosystems. (pp. 122-155). Melbourne, Tilde Publishing.
This chapter outlines the role of manufacturing in the national economy and explores how the Mittelstand is defined in academic literature. It notes that "Mittelstand" remains a widely used but poorly defined concept, posing challenges for researchers and policymakers. The chapter investigates how these firms might be identified and examines if Australian manufacturers adopting the Mittelstand model outperform others. It proposes a framework for defining an Australian Mittelstand, discusses classification methods for research and policy, presents examples, and concludes with implications for future study and practice.
Mazzarol, T., Reboud, S., and Clark, D.N.
The use of information and communications technologies by SMEs.
In T. Mazzarol., B. Kotey, D. Clark, T. McKeown and M. Battisti (Eds). (2015). SMEs in the Digital Economy: Surviving the digital revolution. (pp. 60-84). Melbourne, Tilde University Press.
This chapter draws on a qualitative study comprising interviews of 289 small business owner managers across 30 different industry sectors. It follows the structure for case study research design outlined by Eisenhardt (1989) commencing with the factors leading to the study, then moving onto the case selection process, design of case study protocols and data collection instruments, data coding and analysis development of research propositions and the enfolding of the literature, before reaching conclusions and implications for research, education, policy and practice.
Mazzarol, T.
Why Study Entrepreneurship? A Difficult Question to Answer.
in Vaidya K. (Editor), (2015). Entrepreneurship for the Curious, The Curious Academic Publishing, Chapter 2. ISBN: 978-1-925128-12-3.
Although entrepreneurship has now become an established field of academic teaching and research, there are many issues associated with how it should be taught, and whether formal courses will actually benefit entrepreneurs. This chapter examines a series of questions that relate to the study of entrepreneurship and is value to the student and future entrepreneur.
Mamouni Limnios, E., Mazzarol, T. and Soutar, G. N.
Pacemaker co-operatives across primary industries: what drives organisational resiliance?
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience. in the Co-operative Business Model. (pp. 160-178). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter analyses pacemaker co-operatives through the examples of two Australian organisations: Murray Goulburn Co-operative Co Limited (MG), the nation's second largest co-operative and Victoria's sole dairy co-op, and Geraldton Fishermen’s Co-operative Ltd (GFC), Western Australia's only fishermen’s co-op. Although they differ in industry and structure, both share similarities in member value, business model, strengths, and challenges. The findings aim to define resilient pacemaker co-operatives, outline their challenges, and explore effective management and organisational strategies to address them.
Mamouni Limnios, E., and Mazzarol, T.
Losing sight of purpose - the United Farmers Co-operative Company.
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience. in the Co-operative Business Model. (pp. 160-178). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter examines the factors behind UFCC's demise, considering its business model, governance, and market environment. The analysis draws on interviews with former board members and managers, alongside secondary data from reports and company documents. Findings are evaluated in relation to literature on business models, life cycle theory, co-operative research, and governance practices. The chapter concludes with key lessons for other co-operatives and their leaders.
Mazzarol, T., Mamouni Limnios, E., and Simmons, R.
To be or not to be a co-operative? The case of Australia's grain co-operatives CBH and ABB Grain.
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience in the Co-operative Business Model. (pp. 113-139). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter first outlines the two case study firms and the research methodology. It briefly reviews the history of Australia's bulk grains industry before analysing each co-operative across five stages of the ‘co-operative life cycle’ framework. The discussion then compares the co-operatives using ‘systems’, ‘enterprise’, and ‘member’ levels from the conceptual model. The chapter concludes with key findings and recommendations for future research and practice.
Mazzarol, T., Simmons, R., and Mamouni Limnios, E.
A conceptual framework for research into co-operative enterprise.
In T. Mazzarol, S. Reboud, E. Mamouni Limnios, and D. Clark (Eds). (2014). Research Handbook on Sustainable Co-operative Enterprise: Case Studies of Organisational Resilience in the Co-operative Business Model. (pp. 27-66). Cheltenham Glos UK; Northampton, MA USA, Edward Elgar Publishing.
This chapter presents a framework for analysing co-operative business models. Although the concept of a business model dates back to the 1950s, it gained academic attention in the 1990s. Here, we apply business model theory to co-operatives, highlighting their differences from investor-owned firms and identifying what makes them unique. The chapter also offers a practical framework for researchers and managers to optimise resource configuration in co-operatives, using business model analysis as a tool for strategic planning.
Mazzarol, T., Clark, D., Gough, N, Olson, P., and Reboud, S.
Commercialisation in SMEs: Case studies from Australia, New Zealand and the United States.
In B. Kotey, Mazzarol, T., Clark, D., Foley, D., and McKeown, T. (Eds). (2014). Meeting the Globalisation Challenge: Smart and innovative SMEs in a globally competitive environment. (pp. 13-28). Melbourne, Tilde University Press.
This chapter analyses the commercialisation process in SMEs using 13 case studies from Australia, New Zealand, and the United States. The research involved interviews at the start of new product commercialisation and again six years later, aiming to understand key factors influencing this process. It also explores how entrepreneurial leaders make decisions and the impact of internal and external influences. For this study, an SME is defined as having fewer than 250 employees.
Mazzarol, T.
The role of social-capital, strategic networking and word of mouth communication in the commercialisation of innovation.
In N. Pfeffermann, Minshall, T., and Mortara, L. (Eds). (2013). Strategy and Communication for Innovations, Second Edition. (pp. 173-193). Berlin, Springer.
Commercialisation marks the final stage of innovation management and is both a social and economic process. Social capital—though vague and often overlooked in mainstream literature—plays a vital role in success, as does word of mouth (WOM) communication that spreads information about new products or services. This chapter explores how social capital and WOM influence commercialisation, highlighting their underappreciated impact.
Mazzarol, T., Mamouni Limnios, E., Reboud S. and Clark, D.
Chapter 5: The Experience of Australia and New Zealand.
In B.-M. Boyer, (Ed). (2012). Des Lois Sur Les Coopératives De Cinq Continents, Mais une même réalité: L’Humanisation De Notre Monde. (pp. 50-59). Quebec Sommet 2012, International Des Cooperatives.
Commercialisation marks the final stage of innovation management and is both a social and economic process. Social capital—though vague and often overlooked in mainstream literature—plays a vital role in success, as does word of mouth (WOM) communication that spreads information about new products or services. This chapter explores how social capital and WOM influence commercialisation, highlighting their underappreciated impact.
Mazzarol, T.
The Role of Word of Mouth in the Diffusion of Innovation.
In M. H. Hulsman, and Pfeffermann, N. (Eds). (2011). Strategies and Communications for Innovations: An Integrated Management view for Companies and Networks. (pp. 117-132). Berlin, Springer-Verlag.
This chapter explores how word of mouth (WOM) communication influences the diffusion of innovation. It examines the role of third-party voices in the diffusion of innovation and the decision-making process. Additionally, the chapter examines commercialisation, marketing and the role of WOM.
Mazzarol, T.
Different Strokes for Different Folks: Stimulating Entrepreneurship in Regional Communities.
In L.-P. Dana, & Anderson, R.B. (Eds). (2007). International Handbook of Research on Indigenous Entrepreneurship. (pp. 494-507). Cheltenham-New York, Edward Elgar Publishing.
This chapter examines the differences between Australian indigenous and non-indigenous communities’ attitudes towards the barriers and triggers to new venture creation. The findings suggest that significant differences exist between these communities in how they perceive the importance of various triggers and barriers.
Ord, D., and Mazzarol, T.
Unlocking the Economic Potential of an Australian Indigenous Community.
In L.-P. Dana, & Anderson, R.B. (Eds). (2007). International Handbook of Research on Indigenous Entrepreneurship. (pp. 494-507). Cheltenham-New York, Edward Elgar Publishing.
This chapter examines the economic potential of the Noongar people of South Western Australia, the traditional owners and custodians of the lands. It describes the economic impact of the Noongar community generated from their private and community owned businesses. The findings suggest that the economic value of the Noongar community is significant, but it remains trapped in a welfare paradigm when a pragmatic economic approach is required.
Mazzarol, T.
Managing the Global Operation.
In L. Lloyd-Reason, & Sear, L. (Eds). (2007). Trading Places: SMEs in the Global Economy - Critical Research Handbook. (pp. 132-153). Cheltenham UK, Northampton, MA, USA., Edward Elgar Publishing Ltd.
This chapter provides an overview of the contributions of small firms to the global economy, referencing studies from the OECD and APEC. It reviews literature on how small firms manage international markets and uses evidence from Australian high technology small firms to demonstrate management practices in international operations. The chapter examines factors associated with effective global operations for small firms, focusing on the role of senior management, their commitment to international activities, and their capacity to build strong relationships with major customers and suppliers.