With the growth of research on entrepreneurship, the Schumpeter's original view of entrepreneurs, who are thrust into creative destruction with willpower, has been undermined, and entrepreneurs are now portrayed as tools for wealth and innovation creation. In this paper, we use the Foucault's concept of “Parasites” to capture the entrepreneur's way of life, which is to speak truths different from the existing system, to be courageous, to take risks and to challenge. We reveal the political and ethical practices of entrepreneurial activities as entrepreneurial truth games.

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In this paper, we have clarified the unique mechanism of user innovation that has driven the short-term growth of late start-up companies, based on a case study of Xiaomi in China. The reason why Xiaomi was able to grow rapidly in a short period of time despite being a latecomer is that it was able to acquire a large number of customers in a short period of time by creating a system in which lead users in multiple communities aggregated information about people in each community, which led to continuous community access and product enhancements, which increased lead user loyalty and facilitated new customer acquisition. In that mechanism, instead of the company directly approaching the general user, indirect management was performed in which the lead user activates the general user community and the information generated there was delivered to the company through the lead user.

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Hamano Products. Co., Ltd., (HPCL) was a small company in Sumida Ward, Tokyo, with three employees and 30 million yen sales in 1993. The company's main business, metal processing, is typical of Japanese small and medium-sized micro manufacturing companies. Later, HPCL, with 50 employees, became one of the most famous metal processing companies in the Kanto region and grew to be a company that the Emperor of Japan (now the Emperor-Emeritus) did visit. How was HPCL able to grow amid a declining market? The strategy, the HPCL, may offer the key to the revitalization of Japan's small and medium-sized enterprises (SMEs). This paper analyzes the case of HPCL to clarify the survival strategies of manufacturing SMEs. The fact that the company could transform a manufacturing enterprise, mainly as a subcontractor, into a comprehensive manufacturing support service will help manage manufacturing SMEs. Considering that entrepreneurial strength and new business creation capability are necessary for SMEs to survive, we use effectuation theory to explain strategy execution and SME presidents' behavioral approach. We also use ambidextrous management to identify strategies for new business creation. We confirm that the SME president with high effectuation ability was deeply committed to promoting both exploitation and exploration of business through practical deepening business in industry-academia cooperation.

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In recent years, crowdfunding, as a way to raise money, is considered an important method to implement great business ideas. In Japan, it is also getting recognized as an important financing strategy, mainly by startups. However, the analysis of this system has basically focused on empathy and how to gain supports. It has never focused on revealing the relationship between the crowdfunding and the product development after financing. In this paper, we specifically examine a case study of a company that has successfully implemented purchasing-based serial crowdfunding. As a result, it became clear that 1)the project has shifted to test marketing while focusing on empathy, 2)social capital among supporters is important for multiple implementations, and 3)social capital among supporters may have a significant impact on the project and product development after the funds are collected.

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