Tim Mazzarol

The University of Western Australia, Marketing, Faculty Member

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Phone: +618 6488-3981
Address: UWA Business School
University of Western Australia
M263, 35 Stirling Highway
CRAWLEY WA 6009
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German Center for Integration and Migration Research

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Papers by Tim Mazzarol

Work Book: Adoption and Diffusion of Innovation

Springer Texts in Business and Economics, 2019

This chapter examines the process of adoption and diffusion of innovation. It suggests that innov... more This chapter examines the process of adoption and diffusion of innovation. It suggests that innovation is driven by three paradigms, focusing respectively on: the individual creative genius, the technology-push of systematic scientific inquiry, and market-pull. While the creation of innovative new ideas and technologies is an important goal for business, there is no value in innovation without commercialisation which is frequently fraught with challenges. The diffusion of innovation is a social process that involves inventors being imitated by adopters. Their decision to adopt – or not to adopt – is influenced by a combination of rational attitudes and subjective norms that can be shaped by peer group influence. Word of mouth can play a key role in the diffusion process as early adopters provide recommendations and role models for laggards. Successful commercialisation requires the innovation to be adopted by customers and to diffuse into markets. Customers will not always accept new ideas. They usually need to be assured that the innovation: can be integrated with their existing systems, is able to produce genuine benefits, is easy to use, and is also being accepted by others. It can take many years for a new innovation to gain acceptance in markets. Good technology development must also be accompanied by good market and business development.

Work Book: Financing the Venture

Springer Texts in Business and Economics, 2019

This chapter has provided an overview of the financing process for entrepreneurial firms. For the... more This chapter has provided an overview of the financing process for entrepreneurial firms. For these types of businesses, there is likely to be an equity finance gap due to a lack of available risk capital. Sources of financing can include banks, financing firms, insurance companies and trade creditors that provide debt financing against either tangible assets or cash flow.

Work Book: Surviving the Early Years

Small business owner-managers need to learn how to screen business opportunities and adopt a more... more Small business owner-managers need to learn how to screen business opportunities and adopt a more strategic mindset. Most tend to be more reactive and short range in their thinking. A lack of adequate market analysis and a reliance on guess work and intuition are common problems. Common causes of failure in small businesses are a lack of capital, poor financial management, lack of industry knowledge and managerial expertise, poor planning and staffing decisions, inadequate marketing and poor use of professional advisors, and personal problems experienced by the owner-manager.

Pourquoi devrais-je protéger mon innovation ? Gestion stratégique de la PI dans les PME

The co-operative business model: Lessons from the Australian grain industry

Debt Versus Equity

Financing a small business venture requires the owner-manager to determine the amount of capital ... more Financing a small business venture requires the owner-manager to determine the amount of capital that will be required to achieve the level of activity and growth within the business over its early years. How large this amount of capital is will depend on the nature of the business, its industry dynamics and the ambitions or goals set for it by the owner-manager. Many small firms are established with relatively small amounts of capital. They also manage to trade successfully for long periods without seeking external funds from banks or venture capital. In this chapter, we examine the financing of a new small business venture.

The Process of Growth in the Small Firm

Small business growth is a goal that would seem desirable for all owner-managers. However, relati... more Small business growth is a goal that would seem desirable for all owner-managers. However, relatively few small business start-ups develop into large firms (e.g. with over 250 employees) (OECD, 2002, 2010). Many disappear along the way, either due to external factors beyond the control of the owner-manager, or more commonly due to internal factors over which they do have control. Perhaps it may come as a surprise to know that the majority of small business owner-managers choose not to grow their businesses (McMahon, 1998). This appears to be as a result of their lack of understanding or skills in how to achieve growth, as well as a conscious decision to restrict expansion and thereby maintain a business of a size that they can easily control (Nightingale & Coad, 2014). In Chap. 4, the three generic strategic options facing the small firm were outlined. These comprise stasis, exit and growth. As was noted, all three strategies are viable and demanding ones for a small business to fol...

Financing the Venture

Springer Texts in Business and Economics, 2019

This chapter examines the financing options available to entrepreneurs from initial start-up thro... more This chapter examines the financing options available to entrepreneurs from initial start-up through growth and expansion. It examines the key sources of finance with attention to debt, equity and retained profit. While much of the popular focus of entrepreneurial financing has been placed on venture capital, this is only one of many options available to entrepreneurs, and it is not always the most appropriate or popular. Furthermore, as we will show, securing venture capital financing is quite difficult and most new ventures will not be eligible for such financing. Entrepreneurial firms experiencing rapid periods of growth frequently find themselves outstripping the amount of capital that most banks are willing to supply. Debt financing from banks usually requires security against tangible assets, and many fast-growing small firms cannot find sufficient assets against which to secure their loans. This is likely to be of particular concern to service firms and high technology companies that frequently have their wealth tied up in intellectual property rather than physical assets. According to some theorists, there is a financing gap that exists within most economies whereby banks and suppliers of venture capital (equity financing) Source: Australian biotech entrepreneur. Trying to secure the funding required to take an innovation through to market is our biggest challenge. The Australian capital market is currently chasing dust and dollars; we need it to focus on DNA not dust and dollars. 12.3 The OECD Scoreboard of SME and Entrepreneurial Financing

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Networking benefits for SME members of co-operatives

Journal of Co-operative Organization and Management

What Brings Success?

Edward Elgar Publishing eBooks, Sep 26, 2001

Education as a Marketable Service

Edward Elgar Publishing eBooks, Sep 26, 2001

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A Model of Competitive Advantage for Education Services

Edward Elgar Publishing eBooks, Sep 26, 2001

Developing a Sustainable Competitive Advantage

Edward Elgar Publishing eBooks, Sep 26, 2001

Developing Sustainable Strategies

Edward Elgar Publishing eBooks, Sep 26, 2001

Networking Benefits for Smes Via Co-Operative Membership

SSRN Electronic Journal

Inspiring Future Workplaces: An Australian and NZ Small Business Perspective

The Very Big Concerns of Small Business: A Qualitative Study

Cruise passengers’ risk reduction strategies in the wake of COVID-19

Asia Pacific Journal of Tourism Research, 2021

ABSTRACT The COVID-19 pandemic devastated the cruise sector with an initial global shutdown and o... more ABSTRACT The COVID-19 pandemic devastated the cruise sector with an initial global shutdown and ongoing patchy resumption, widespread reporting of virus transmission onboard and billions of dollars in economic losses. This study explores how COVID-19 has impacted Australian and UK consumers’ risk perceptions, revealing cruises are no longer considered “safe”. Consumers are more negative about, and less willing to, cruise. Cluster and Leximancer analyses identified five distinct market segments differentiated by the extent of travel risk they perceived. Specific risk reduction strategies are identified and include risk mitigation, use of risk relievers, and risk avoidance.

Entrepreneurship and Innovation, 3rd Edition

Ravensdown Member Survery

Work Book: Adoption and Diffusion of Innovation

Springer Texts in Business and Economics, 2019

Work Book: Financing the Venture

Springer Texts in Business and Economics, 2019

Work Book: Surviving the Early Years

Pourquoi devrais-je protéger mon innovation ? Gestion stratégique de la PI dans les PME

The co-operative business model: Lessons from the Australian grain industry

Debt Versus Equity

The Process of Growth in the Small Firm

Financing the Venture

Springer Texts in Business and Economics, 2019

Download

Networking benefits for SME members of co-operatives

Journal of Co-operative Organization and Management

What Brings Success?

Edward Elgar Publishing eBooks, Sep 26, 2001

Education as a Marketable Service

Edward Elgar Publishing eBooks, Sep 26, 2001

Download

A Model of Competitive Advantage for Education Services

Edward Elgar Publishing eBooks, Sep 26, 2001

Developing a Sustainable Competitive Advantage

Edward Elgar Publishing eBooks, Sep 26, 2001

Developing Sustainable Strategies

Edward Elgar Publishing eBooks, Sep 26, 2001

Networking Benefits for Smes Via Co-Operative Membership

SSRN Electronic Journal

Inspiring Future Workplaces: An Australian and NZ Small Business Perspective

The Very Big Concerns of Small Business: A Qualitative Study

Cruise passengers’ risk reduction strategies in the wake of COVID-19

Asia Pacific Journal of Tourism Research, 2021

Entrepreneurship and Innovation, 3rd Edition

Ravensdown Member Survery

Leadership in Innovation: Lessons from Malaysia's Multimedia Super Corridor (MSC) Leadership in Innovation: Lessons from Malaysia's Multimedia Super Corridor (MSC

by Mohd Shamsuri Md Saad and Tim Mazzarol

This paper reports the preliminary findings of a study examining the impact of leadership on inno... more This paper reports the preliminary findings of a study examining the impact of leadership on innovation among Small and Medium Enterprises (SMEs) within Malaysia's Multimedia Super Corridor (MSC). Leadership style has a profound impact on how an organization adapts to the changes in its environment. The ability of the leader to select the best strategy suited to his or her style will enhance the innovativeness of the organization. This paper discusses the findings from a pilot study that provides insights and lessons for both enhancing our understanding of the managerial task environment of innovation intensive SME, as well as possible implications effecting the future development of the MSC and similar initiatives like it.

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