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Free Content Technological entrepreneurship and firm strategy: the development and commercialization of the Ballard fuel cell

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An entrepreneurial strategy has been identified as playing a key role in radical innovation due to the risk-taking nature of the entrepreneurial firm. However, less attention has been paid to the factors that are critical to the success of such innovations by small firms in which these occur. The Schumpeterian idea of visionary individuals who can both operate in the world of advanced engineering and take on a business role as part of a global industry still appears to be essential. This article focuses on the fate of one such individual, Geoffrey Ballard, who has played a pioneering role in developing and commercializing fuel cells for vehicle propulsion.


Document Type: Case Report


Publication date: February 1, 2010

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  • Published quarterly, this journal provides a worldwide forum for the exploration and dissemination of ideas and experience relating to the development and application of entrepreneurship. IJEI is interdisciplinary, publishing the highest-quality work in business and management and in the social sciences. Authors and readers are drawn from government, industry and universities. It has particular appeal to researchers and teachers in higher education, especially in business schools, and university departments of management, sociology and psychology.

    Each issue includes double-blind peer-reviewed papers; a case study with teaching notes, an 'Internet Review' section which identifies and reviews Websites on a selected topic, and book reviews. For key topics go to
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