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CONCLUDING THOUGHTS

This chapter has established that strategic entrepreneurship is the utilization and stimulation of entrepreneurial activity in order to attain strategically defined goals, including but not limited to differentiation, diversification, integration, and the pursuit of sustainable competitive advantages. Entrepreneurial activities present significant potential to achieve such ambitious goals and are thus deemed effective tools for the strategically minded executive. The research has also established that strategic entrepreneurship is comparable with the notions of corporate entrepreneurship at the strategic and corporate levels and intrapreneurship at the more tactical, operational, and individual levels. Like entrepreneurship in a broad sense, strategic entrepreneurship is a business phenomenon that has antecedents and outcomes at various levels of analysis. This field of management will benefit from further conceptual and empirical study.

Finally, at the individual level, strategic entrepreneurial activities entail the systematic pursuits and exploitation of opportunities that align with a person's existing knowledge and available resources, even where the creation of wealth may not be the final goal. On a more corporate, regional, or national level, strategic entrepreneurship embodies the design and development of a framework that fosters entrepreneurial endeavors by individuals, agencies, and firms pursuing organizational, regional, and national goals. These goals are not confined to financial development and economic growth; they also include the sustainable use of natural resources, as well as the pursuit of improved levels of individuals' well-being and overall quality of life.

NOTES

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