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Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 1 reviews the literature to highlight the nature of entrepreneurship, as well as the differences between market-driven and technology-driven entrepreneurship. This review facilitates the development of guidelines that can increase the success of technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 2 presents guidelines for understanding the traits and behaviors of technological entrepreneurs.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 3 considers challenges associated with the creation and management of entrepreneurial enterprises.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 4 examines the nature of opportunity recognition in regard to idea generation and development activity within the technological venture.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 5 focuses on how perceiving and understanding changes in the macroenvironment can lead to the recognition and subsequent development of technological opportunities.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 6 examines the nature of the competencies required to engage successfully in technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 7 argues that the initial launch of entrepreneurial products and services occurs because of intuition rather than logic-based strategy. It thus examines how emergent strategies can be created, developed, and evolved through market experience.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 8 examines the unique organizational processes involved in managing technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Because success in radical innovation usually involves the acquisition of new knowledge, Chapter 9 identifies guidelines for acquiring and using such knowledge during the entrepreneurship process.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 10 identifies guidelines for how to exploit technological entrepreneurship to develop and expand opportunities in the service sector.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 11 identifies guidelines for how to exploit technological entrepreneurship to develop and expand opportunities in the health-care sector.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 12 discusses how recent advances in science and technology offer new opportunities for technological entrepreneurship in diverse industries such as global warming, agriculture, health care, the internet of things, artificial intelligence, and wearable technology.