Artisan Entrepreneurship

Artisan entrepreneurs create social value by engaging in community business practices. Research has shown that the motives of artisan entrepreneurs differ based on the way they are embedded in society. This is due to artisan practices varying significantly. As such, it is useful to analyze the existing body of research with the aim of opening up new opportunities. To date, there has been limited research on artisan entrepreneurship compared to other sub-types of entrepreneurship. This is unusual as artisan entrepreneurship is an interesting topic. This chapter therefore seeks to ascertain what is lacking in the current research and what needs to be done. This will be conducted through a critique of the existing research, which leads to a discussion on the managerial implications of artisan entrepreneurship.

Handicraft entrepreneurship is an old form of entrepreneurship and recently has received increased interest due to more people becoming interested in handmade products. The aim of this chapter is to describe different types of handicrafts including (1) textile based handicrafts, (2) wood, metal, clay, glass and stone made handicrafts, (3) handicrafts using paper or canvas, (4) plant based handicrafts and (5) other types of handicrafts such as cakes and candles. This enables a holistic understanding about the nature of handicrafts in society. Thereby making a contribution to the development of the literature on handicrafts and how they incorporate entrepreneurial elements. Theoretical and practical implications are stated that highlight the need for further understanding about the nature of handicraft entrepreneurship. Future research suggestions are also stated that stress the interesting nature of this field.

Artisan businesses in Africa have distinct ways of being that make them peculiar to manage when compared to non-artisanal enterprises. Artisan businesses are often developed on the basis of tacit knowledge that is passed on from one generation to the next through an apprenticeship model. Furthermore, these businesses are often driven by an intersection of necessity motives (the need for the artisan to make a living) and opportunity (the honing of a valued handicraft that can be monetized). The challenge for artisanal businesses of this nature is therefore broadly twofold: firstly, the sustainability of the enterprise due to knowledge transfer challenges; and secondly, the motivation of artisanal apprentices who are preoccupied with meeting their livelihood needs over the opportunity to practice a craft. This case study presents an insight into how these challenges playout but also an insight into how these challenges can be overcome. Kazuri Beads have survived these challenges for over 40 years and therefore is an ideal showcase of how an artisan business can be established, grown and sustained in the long run.

Textbook knowledge about entrepreneurs and entrepreneurship is always very sterile because discussion treats enterprises and their actors in an “all are alike” approach as if there is a unique and average size and type. Entrepreneurship takes place in multiple sites and spaces and researchers must specify and contextualize rather than decontextualizing their cases. The chapter argues that the vast majority of entrepreneurs falls into the category of micro-entrepreneurs where economic activities are run without further employees paid by wage or salary. In the average of the European Union, more than 70 out of 100 entrepreneurs belong to this group of small business(wo)men. However, even this category is wide and covers many forms of activities under different labels, such as small farmers, freelancers, solo self-employed, independent professionals and others. In this context, also the development of new media and technologies as well as digitalization influence those economic activities of the actors due to their significant impact on processes and possibilities. Social media influences those one-(wo)men-firm owners privately and commercially but social media are – vice versa – also an object of influence since businesspeople use platforms to orchestrate themselves on the internet. Online platforms serve as tools to advertise where people create their own identity and typical brand. This chapter asks for the links between craftsmen, artisans and micro-entrepreneurs and their use and handling of social media by presenting first empirical results of an investigation which has been undertaken in Austria.

Wine has been considered an artisan product for a long period of time. This is due to the cultural heritage and history that goes into the production process. The aim of this chapter is to discuss the role of wine artisans in the global economy in terms of tourism and the esthetic cognition apparent in rural landscapes. To do this, the role of customers as co-creators of the wine experience is discussed, which helps to understand the evolving nature of the wine industry. The way artisan forms of wine are being produced because of eco-innovation reasons are stated. This enables more information to be obtained about the nature of wine artisan entrepreneurship. Theoretical and practical implications are stated together with suggestions for future research.

Innovation thrives during crises. Covid-19 gives one such opportunity to the pharmaceutical industry. Product innovation gives an opportunity to beat the pandemic. However, process innovation using the concept of co-opetition can help the pharmaceutical industry create a win–win for the market and the industry. This chapter covers co-opetition strategies that pharmaceutical sector can follow to help the customers and marketers win this game. The chapter looks at various co-operation-based strategies including co-operation by division of markets, co-operation by sharing of distribution, co-operation through patent waivers and co-operation with complementary goods manufacturers. After the co-operation, comes competition. The chapter considers duopoly as a means to help divide the market for all to co-exist.

Portuguese handicrafts are distinctive artisan products that have been shaped by cultural and historical conditions. The aim of this chapter is to focus on understanding the inherent innovativeness embedded within different handicraft that is made in Portugal. This involves taking a country perspective to handicraft production and the reason why it has continued or revived over time. This involves focusing on the role of entrepreneurs in the handicraft industry and how artisan entrepreneurship can be utilized. Specific examples of Portuguese handicrafts are stated in this chapter that showcase the cultural connections individuals feel. Theoretical and managerial implications are stated that highlight the importance of handicrafts to cultural preservation. Future research suggestions are also stated that stress the need to continue research into Portuguese handicrafts and artisan entrepreneurship.

As an archipelago, Maluku Province of the East Indonesia has an area with about less than 8% of land and 92% of sea. The economic development in Maluku Province which is an archipelago since long ago is strongly influenced by micro, small and medium enterprises (MSMEs). This chapter discusses challenges, opportunities and strategic development of the MSMEs in Maluku Province during the Covid 19 pandemic and beyond. Ambon as the capital city of Maluku Province is the center of economic movement where numerous amount of small, medium and large economic activities can be found in this city. Two major challenges surrounding the activities and development of MSMEs in Maluku Province are management and accessing funding. The absence of a well-structured management within MSMEs in Maluku has led to a common obstacle where the MSME owners cannot separate business purpose expenditures from personal needs. Capital and access to financing has become a problem at almost every level of business including MSMEs. This chapter made a significant contribution in providing possible strategy in enhancing survivability of MSMEs in Maluku.

Partnerships for sustainability involve the cooperation of several direct and indirect stakeholders. Direct stakeholders are project partners who can include sponsoring brands, manufacturers or retailers; and sponsored sports clubs or social institutions, and indirect stakeholders relate to potential customers, the general public and government agencies. The knowledge and competencies of direct and indirect stakeholders are integrated to ensure common project-based sustainability and individual goals. This integration is essentially facilitated by image transfer and self-identification effects, which strengthen stakeholder commitment and trust, and ultimately contributing to a higher relationship quality. However, sustainability partnerships experience several challenges. The challenges lie in selecting suitable partners; formulating partner requirements; determining partner contributions; evaluating and controlling partner integration and, further, enhancing cooperation and relationship quality among selected partners. To attend to these challenges requires a holistic and systematic process for stakeholder integration in sustainability projects. In this chapter, a process model for stakeholder integration for sustainability projects is developed based on the relevant theoretical and empirical research on relationship and sustainability marketing. In particular, the possibilities of digital integration are taken into account in the process. The model can be used to manage co-creation partnerships for sustainability including the selection, evaluation and controlling of stakeholder relationships to derive strategies and measures to improve relationship quality.

Limited access to capital is a classic issue in and a burden to micro, small and medium enterprises (MSMEs) in Indonesia. The existence of the problem with information asymmetry and agency conflicts that are predominant at the level of small businesses, increasingly hampers the opportunity to obtain funds from various external sources. Especially for businesses that are at the pioneering stage, entrepreneurs are required to think creatively, have the courage to take risks, and be independent in fulfilling resources to realize business opportunities. The availability of funds certainly has an impact on business performance, either directly or indirectly. Based on a literature review, business performance is categorized into financial and non-financial dimensions with various measurement proxies. However, some of the models and measurements proposed are not always suitable in assessing the performance of MSMEs, especially in the startup phase. Therefore, this chapter concurrently describes the funding patterns and the funding alternatives to measure the performance of new businesses based on the existing literature. Theoretically, this research adds a perspective in the field of entrepreneurial finance regarding funding patterns that can be implemented by startup businesses in Indonesia and provides a proposal for measuring the concept of performance that is more adaptive and comprehensive for businesses in the startup stage. The implication of this research for entrepreneurs leads to the need to adjust funding decisions according to the changing stages of the business lifecycle and to expand the funding window to support the sustainability of small businesses.

Artisan gastronomy is becoming increasingly important in a destination’s tourism competitiveness. The aim of this chapter is to discuss why artisan gastronomy is important in developing new innovative tourism attractions. To do this, the reasons why tourists like local food and the way this increases the cultural attractiveness of a region are stated. This is important particularly for countries like Spain that derive their competitiveness from artisan gastronomy. The role of artisan gastronomy is stated in terms of Tenerife in Spain. Managerial suggestions are also stated.

Artisan entrepreneurship is a new and emerging area of entrepreneurship study. This means literature on the topic is still relatively sparse, so more attention is required on addressing issues of content, context and method. This chapter focuses on future research trajectories on artisan entrepreneurship that will help to refine the field. This includes analyzing the way artisan entrepreneurship can be researched from an organization, team and individual level. Specific ideas related to new research tracks are stated that help to direct researchers to new and novel topics.