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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Entrepreneurship</h1><div class="u-tcGrayDark">952,730 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Entrepreneurship</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Entrepreneurship">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Entrepreneurship/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Entrepreneurship/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Entrepreneurship/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Entrepreneurship">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13275735" data-work_id="13275735" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13275735/WEAK_SIGNALS_MANAGEMENT_ENTREPRENEURSHIP_AND_UNCERTAINTY_A_RELATIONAL_THEORETICAL_ESSAY_UNDER_THE_PERSPECTIVE_OF_INTELLIGENCE">WEAK SIGNALS MANAGEMENT, ENTREPRENEURSHIP AND UNCERTAINTY: A RELATIONAL THEORETICAL ESSAY UNDER THE PERSPECTIVE OF INTELLIGENCE</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The importance of monitoring information that serves to assist in decision-making and to anticipate changes has been increasingly recognized in the organizational context because of the growing complexity of the environment. However, the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13275735" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The importance of monitoring information that serves to assist in decision-making and to anticipate changes has been increasingly recognized in the organizational context because of the growing complexity of the environment. However, the more the strategic importance of the information in organizations is acknowledged, the more difficult it becomes to perceive the difficulties associated with the search and productive use of information. The issues of this research were therefore set up to investigate two points: is there an association between the difficulties perceived by managers in the management of weak-signal anticipative information and the level of entrepreneurial orientation of organizations? And is there is an association between the perceived difficulties and the dimensions of uncertainty perceived by organizations? To achieve this, we propose to conduct this research from the perspective of Intelligence, given that this view covers the steps involved in the search, identification, classification, storage, dissemination and use of information. This structure will make it possible to associate the main difficulties in the management of weak signals, which were identified in previous studies, according to their nature with the classic steps of the Intelligence process. In turn, this will enable an analysis of the relationship between the most significant difficulties perceived by organizations with the degree of entrepreneurship they employ, as well as with the dimensions of uncertainty perceived.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13275735" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="af66779cac7a65959c247e2f8dbcb1bf" rel="nofollow" data-download="{"attachment_id":38001638,"asset_id":13275735,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38001638/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="29521193" href="https://independent.academia.edu/meryblanck">mery Blanck</a><script data-card-contents-for-user="29521193" type="text/json">{"id":29521193,"first_name":"mery","last_name":"Blanck","domain_name":"independent","page_name":"meryblanck","display_name":"mery Blanck","profile_url":"https://independent.academia.edu/meryblanck?f_ri=27","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_13275735 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="13275735"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 13275735, container: ".js-paper-rank-work_13275735", }); });</script></li><li class="js-percentile-work_13275735 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 13275735; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_13275735"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_13275735 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="13275735"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 13275735; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=13275735]").text(description); $(".js-view-count-work_13275735").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13275735").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13275735"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="37" href="https://www.academia.edu/Documents/in/Information_Systems">Information Systems</a>, <script data-card-contents-for-ri="37" type="text/json">{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2674" href="https://www.academia.edu/Documents/in/Intelligence">Intelligence</a>, <script data-card-contents-for-ri="2674" type="text/json">{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2878" href="https://www.academia.edu/Documents/in/Collective_Intelligence">Collective Intelligence</a><script data-card-contents-for-ri="2878" type="text/json">{"id":2878,"name":"Collective Intelligence","url":"https://www.academia.edu/Documents/in/Collective_Intelligence?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13275735]'), work: {"id":13275735,"title":"WEAK SIGNALS MANAGEMENT, ENTREPRENEURSHIP AND UNCERTAINTY: A RELATIONAL THEORETICAL ESSAY UNDER THE PERSPECTIVE OF INTELLIGENCE","created_at":"2015-06-25T05:16:47.745-07:00","url":"https://www.academia.edu/13275735/WEAK_SIGNALS_MANAGEMENT_ENTREPRENEURSHIP_AND_UNCERTAINTY_A_RELATIONAL_THEORETICAL_ESSAY_UNDER_THE_PERSPECTIVE_OF_INTELLIGENCE?f_ri=27","dom_id":"work_13275735","summary":"The importance of monitoring information that serves to assist in decision-making and to anticipate changes has been increasingly recognized in the organizational context because of the growing complexity of the environment. However, the more the strategic importance of the information in organizations is acknowledged, the more difficult it becomes to perceive the difficulties associated with the search and productive use of information. The issues of this research were therefore set up to investigate two points: is there an association between the difficulties perceived by managers in the management of weak-signal anticipative information and the level of entrepreneurial orientation of organizations? And is there is an association between the perceived difficulties and the dimensions of uncertainty perceived by organizations? To achieve this, we propose to conduct this research from the perspective of Intelligence, given that this view covers the steps involved in the search, identification, classification, storage, dissemination and use of information. This structure will make it possible to associate the main difficulties in the management of weak signals, which were identified in previous studies, according to their nature with the classic steps of the Intelligence process. In turn, this will enable an analysis of the relationship between the most significant difficulties perceived by organizations with the degree of entrepreneurship they employ, as well as with the dimensions of uncertainty perceived. ","downloadable_attachments":[{"id":38001638,"asset_id":13275735,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":29521193,"first_name":"mery","last_name":"Blanck","domain_name":"independent","page_name":"meryblanck","display_name":"mery Blanck","profile_url":"https://independent.academia.edu/meryblanck?f_ri=27","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":37,"name":"Information Systems","url":"https://www.academia.edu/Documents/in/Information_Systems?f_ri=27","nofollow":false},{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=27","nofollow":false},{"id":2878,"name":"Collective Intelligence","url":"https://www.academia.edu/Documents/in/Collective_Intelligence?f_ri=27","nofollow":false},{"id":81794,"name":"Innovation Management","url":"https://www.academia.edu/Documents/in/Innovation_Management?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_68263193" data-work_id="68263193" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/68263193/University_Management_Practices_and_Academic_Spin_offs">University Management Practices and Academic Spin-offs</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Building upon the recent literature on the empirical economics of management, we posit that different forms of management practices introduced by Universities to support academic entrepreneurship affect how well spin-offs get created,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68263193" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Building upon the recent literature on the empirical economics of management, we posit that different forms of management practices introduced by Universities to support academic entrepreneurship affect how well spin-offs get created, supported and evaluated and, eventually, account for academic spinoff performance. We draw on a longitudinal sample of 790 Italian University spin-offs founded by 42 different Italian Universities and observed over the period 2006-2014. Our results suggest that management practices contribute to explain the growth of academic spin-offs and that this effect varies across management practices (e.g. support operations management vs. target management) and spin-offs’ growth patterns (e.g. high-growth vs. low-growth spin-offs). Drawing on these results, the adoption of management practices by University managers should be carefully considered as they seem to serve different purposes. Their appropriateness can vary and, not surprisingly, some management prac...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68263193" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2bbe46ee387ec7f1a045fa39b7f3e789" rel="nofollow" data-download="{"attachment_id":78801473,"asset_id":68263193,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78801473/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="824961" href="https://unicatt.academia.edu/MatteoLandoni">Matteo Landoni</a><script data-card-contents-for-user="824961" type="text/json">{"id":824961,"first_name":"Matteo","last_name":"Landoni","domain_name":"unicatt","page_name":"MatteoLandoni","display_name":"Matteo Landoni","profile_url":"https://unicatt.academia.edu/MatteoLandoni?f_ri=27","photo":"https://0.academia-photos.com/824961/287173/339688/s65_matteo.landoni.jpg"}</script></span></span></li><li class="js-paper-rank-work_68263193 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="68263193"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 68263193, container: ".js-paper-rank-work_68263193", }); });</script></li><li class="js-percentile-work_68263193 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 68263193; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_68263193"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_68263193 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="68263193"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 68263193; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=68263193]").text(description); $(".js-view-count-work_68263193").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_68263193").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="68263193"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a><script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=68263193]'), work: {"id":68263193,"title":"University Management Practices and Academic Spin-offs","created_at":"2022-01-15T04:58:21.492-08:00","url":"https://www.academia.edu/68263193/University_Management_Practices_and_Academic_Spin_offs?f_ri=27","dom_id":"work_68263193","summary":"Building upon the recent literature on the empirical economics of management, we posit that different forms of management practices introduced by Universities to support academic entrepreneurship affect how well spin-offs get created, supported and evaluated and, eventually, account for academic spinoff performance. We draw on a longitudinal sample of 790 Italian University spin-offs founded by 42 different Italian Universities and observed over the period 2006-2014. Our results suggest that management practices contribute to explain the growth of academic spin-offs and that this effect varies across management practices (e.g. support operations management vs. target management) and spin-offs’ growth patterns (e.g. high-growth vs. low-growth spin-offs). Drawing on these results, the adoption of management practices by University managers should be carefully considered as they seem to serve different purposes. Their appropriateness can vary and, not surprisingly, some management prac...","downloadable_attachments":[{"id":78801473,"asset_id":68263193,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":824961,"first_name":"Matteo","last_name":"Landoni","domain_name":"unicatt","page_name":"MatteoLandoni","display_name":"Matteo Landoni","profile_url":"https://unicatt.academia.edu/MatteoLandoni?f_ri=27","photo":"https://0.academia-photos.com/824961/287173/339688/s65_matteo.landoni.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=27","nofollow":false},{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_6416269 coauthored" data-work_id="6416269" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/6416269/On_startups_and_doublethink_resistance_and_conformity_in_negotiating_the_meaning_of_entrepreneurship">On startups and doublethink – resistance and conformity in negotiating the meaning of entrepreneurship</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In the contemporary economic imaginary, the concept of entrepreneurship occupies a central if conflicted position, simultaneously representing both conformity and resistance. On the one hand entrepreneurship has come to signify the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_6416269" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In the contemporary economic imaginary, the concept of entrepreneurship occupies a central if conflicted position, simultaneously representing both conformity and resistance. On the one hand entrepreneurship has come to signify the upholding and cementing dynamic that makes modern market capitalism possible (du Gay, 1991), and to engage in entrepreneurship is thus in this sense to be part of a conservative discourse. On the other hand, entrepreneurship is commonly symbolized as representing a disruptive, even revolutionary force (Anderson and Warren, 2011), one where talk of “mavericks” (Hall, 1997; Silver, 2012), “rebels” (Ket de Vries, 1997) or disruption more generally (Bilton, 2013; Ries, 2011; Stross 2012) is common in the discourse of the same. Within contemporary capitalism, then, to present oneself as an entrepreneur is to occupy a complex space betwixt and between the corporation – a form which the entrepreneurial organization often strives to turn into – and the “outsider” who challenges the very same corporate world. Entrepreneurship can thus, although this is not acknowledged in the existent literature, come to signify resistance, but a very complex form of resistance – one that can quite easily, and often by necessity (e.g. by alignment with venture capital or the likes), become re-inscribed into the same corporate structure to which it tries to formulate resistance. <br /> Our paper will inquire into this implicit but unacknowledged and unstudied contradiction by way of a case-study based on a highly successful start-up venture, SoundCloud, in which both the founders and the employees struggle to negotiate their positions between being a successful company within an obviously corporate framework, and exhibiting an organizational identity that emphasizes resistance to the very same frameworks. In both their discourse and their acts, people in the company attempt to highlight how working in an entrepreneurial organization represents resistance to (assumed) more restrictive and less ethical forms of corporate engagements. At the same time, they are embedded in notions of contemporary capitalism such as market share, growth, valuations, return on investments and the likes. <br /> What we aim to do, in other words, is to develop the theory of organizational resistance (e.g. Ashcraft, 2005; Fleming and Spicer, 2007; Mumby, 2005) by highlighting the way in which modern discourses of entrepreneurialism (Down and Reveley, 2004; Jones and Spicer, 2005; Malach-Pines wt al., 2005; Ogbor, 2000) contain a complex and fundamentally contradictory relationship between resistance and conformism, and how this plays out in the lived practices of a start-up venture. By paying attention to the contradictions that emerge when a company attempts to hold on to an image of being an outsider whilst being aggressively courted by surrounding industrial dynamics (including but not limited to raising several rounds of financing and winning industry awards and similar accolades), we extend the theory of resistance in organizational settings. Namely by demonstrating the manner in which discourses of resistance can be part of a greater corporate ideology, and also by highlighting the conflicts that identifying with a “pre-packaged” (i.e. discursively pre-determined) notion of resistance and otherness can bring to an entrepreneurial organization.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/6416269" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="04006f515b57091a819a2577486ca7ea" rel="nofollow" data-download="{"attachment_id":57017775,"asset_id":6416269,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57017775/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4357861" href="https://lu.academia.edu/CarysEganWyer">Carys Egan-Wyer</a><script data-card-contents-for-user="4357861" type="text/json">{"id":4357861,"first_name":"Carys","last_name":"Egan-Wyer","domain_name":"lu","page_name":"CarysEganWyer","display_name":"Carys Egan-Wyer","profile_url":"https://lu.academia.edu/CarysEganWyer?f_ri=27","photo":"https://0.academia-photos.com/4357861/1756444/39882825/s65_carys.egan-wyer.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-6416269">+1</span><div class="hidden js-additional-users-6416269"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/SaraLouiseMuhr">Sara Louise Muhr</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-6416269'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-6416269').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_6416269 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="6416269"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 6416269, container: ".js-paper-rank-work_6416269", }); });</script></li><li class="js-percentile-work_6416269 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 6416269; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_6416269"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_6416269 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="6416269"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 6416269; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=6416269]").text(description); $(".js-view-count-work_6416269").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_6416269").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="6416269"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="44006" href="https://www.academia.edu/Documents/in/Identity">Identity</a>, <script data-card-contents-for-ri="44006" type="text/json">{"id":44006,"name":"Identity","url":"https://www.academia.edu/Documents/in/Identity?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="58552" href="https://www.academia.edu/Documents/in/Corporate_Identity">Corporate Identity</a>, <script data-card-contents-for-ri="58552" type="text/json">{"id":58552,"name":"Corporate Identity","url":"https://www.academia.edu/Documents/in/Corporate_Identity?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="96098" href="https://www.academia.edu/Documents/in/Resistance">Resistance</a><script data-card-contents-for-ri="96098" type="text/json">{"id":96098,"name":"Resistance","url":"https://www.academia.edu/Documents/in/Resistance?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=6416269]'), work: {"id":6416269,"title":"On startups and doublethink – resistance and conformity in negotiating the meaning of entrepreneurship","created_at":"2014-03-14T18:00:17.025-07:00","url":"https://www.academia.edu/6416269/On_startups_and_doublethink_resistance_and_conformity_in_negotiating_the_meaning_of_entrepreneurship?f_ri=27","dom_id":"work_6416269","summary":"In the contemporary economic imaginary, the concept of entrepreneurship occupies a central if conflicted position, simultaneously representing both conformity and resistance. On the one hand entrepreneurship has come to signify the upholding and cementing dynamic that makes modern market capitalism possible (du Gay, 1991), and to engage in entrepreneurship is thus in this sense to be part of a conservative discourse. On the other hand, entrepreneurship is commonly symbolized as representing a disruptive, even revolutionary force (Anderson and Warren, 2011), one where talk of “mavericks” (Hall, 1997; Silver, 2012), “rebels” (Ket de Vries, 1997) or disruption more generally (Bilton, 2013; Ries, 2011; Stross 2012) is common in the discourse of the same. Within contemporary capitalism, then, to present oneself as an entrepreneur is to occupy a complex space betwixt and between the corporation – a form which the entrepreneurial organization often strives to turn into – and the “outsider” who challenges the very same corporate world. Entrepreneurship can thus, although this is not acknowledged in the existent literature, come to signify resistance, but a very complex form of resistance – one that can quite easily, and often by necessity (e.g. by alignment with venture capital or the likes), become re-inscribed into the same corporate structure to which it tries to formulate resistance. \r\n\tOur paper will inquire into this implicit but unacknowledged and unstudied contradiction by way of a case-study based on a highly successful start-up venture, SoundCloud, in which both the founders and the employees struggle to negotiate their positions between being a successful company within an obviously corporate framework, and exhibiting an organizational identity that emphasizes resistance to the very same frameworks. In both their discourse and their acts, people in the company attempt to highlight how working in an entrepreneurial organization represents resistance to (assumed) more restrictive and less ethical forms of corporate engagements. At the same time, they are embedded in notions of contemporary capitalism such as market share, growth, valuations, return on investments and the likes.\r\n\tWhat we aim to do, in other words, is to develop the theory of organizational resistance (e.g. Ashcraft, 2005; Fleming and Spicer, 2007; Mumby, 2005) by highlighting the way in which modern discourses of entrepreneurialism (Down and Reveley, 2004; Jones and Spicer, 2005; Malach-Pines wt al., 2005; Ogbor, 2000) contain a complex and fundamentally contradictory relationship between resistance and conformism, and how this plays out in the lived practices of a start-up venture. By paying attention to the contradictions that emerge when a company attempts to hold on to an image of being an outsider whilst being aggressively courted by surrounding industrial dynamics (including but not limited to raising several rounds of financing and winning industry awards and similar accolades), we extend the theory of resistance in organizational settings. Namely by demonstrating the manner in which discourses of resistance can be part of a greater corporate ideology, and also by highlighting the conflicts that identifying with a “pre-packaged” (i.e. discursively pre-determined) notion of resistance and otherness can bring to an entrepreneurial organization.","downloadable_attachments":[{"id":57017775,"asset_id":6416269,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4357861,"first_name":"Carys","last_name":"Egan-Wyer","domain_name":"lu","page_name":"CarysEganWyer","display_name":"Carys Egan-Wyer","profile_url":"https://lu.academia.edu/CarysEganWyer?f_ri=27","photo":"https://0.academia-photos.com/4357861/1756444/39882825/s65_carys.egan-wyer.png"},{"id":23683335,"first_name":"Sara Louise","last_name":"Muhr","domain_name":"independent","page_name":"SaraLouiseMuhr","display_name":"Sara Louise Muhr","profile_url":"https://independent.academia.edu/SaraLouiseMuhr?f_ri=27","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":44006,"name":"Identity","url":"https://www.academia.edu/Documents/in/Identity?f_ri=27","nofollow":false},{"id":58552,"name":"Corporate Identity","url":"https://www.academia.edu/Documents/in/Corporate_Identity?f_ri=27","nofollow":false},{"id":96098,"name":"Resistance","url":"https://www.academia.edu/Documents/in/Resistance?f_ri=27","nofollow":false},{"id":147746,"name":"Corporate Branding","url":"https://www.academia.edu/Documents/in/Corporate_Branding?f_ri=27"},{"id":1805519,"name":"Doublethink","url":"https://www.academia.edu/Documents/in/Doublethink?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15970415" data-work_id="15970415" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15970415/Control_Rights_Governance_and_the_Costs_of_Ownership_in_Agricultural_Cooperatives">Control Rights, Governance, and the Costs of Ownership in Agricultural Cooperatives</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Agricultural cooperatives have changed considerably in recent decades. In witnessing these structural changes, scholars have proffered analyses of nontraditional ownership models focusing on residual claim rights. However, crucial... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15970415" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Agricultural cooperatives have changed considerably in recent decades. In witnessing these structural changes, scholars have proffered analyses of nontraditional ownership models focusing on residual claim rights. However, crucial information on the allocation of control rights in cooperatives is missing. This study sheds light on alternative ownership-control models adopted by agricultural cooperatives in different regions across the world. In each of these models, we describe the allocation of formal control rights with a focus on decision management and decision control rights. We thus provide empirical evidence on the “separation of ownership and control” in agricultural cooperatives. We also analyze each of the governance models in terms of the associated ownership costs, including risk-bearing costs, the costs of controlling managers, and collective decision-making costs. In doing so, we are able to better understand the forces influencing the organizational efficiency of each cooperative model. [EconLit classification: Q130].</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15970415" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="786bc902e16152f04b15908027d6c5bd" rel="nofollow" data-download="{"attachment_id":38838739,"asset_id":15970415,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38838739/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4569314" href="https://agreri.academia.edu/ConstantineIliopoulos">Constantine Iliopoulos</a><script data-card-contents-for-user="4569314" type="text/json">{"id":4569314,"first_name":"Constantine","last_name":"Iliopoulos","domain_name":"agreri","page_name":"ConstantineIliopoulos","display_name":"Constantine Iliopoulos","profile_url":"https://agreri.academia.edu/ConstantineIliopoulos?f_ri=27","photo":"https://0.academia-photos.com/4569314/11929506/13293192/s65_constantine.iliopoulos.jpg"}</script></span></span></li><li class="js-paper-rank-work_15970415 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15970415"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15970415, container: ".js-paper-rank-work_15970415", }); });</script></li><li class="js-percentile-work_15970415 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 15970415; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_15970415"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_15970415 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="15970415"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 15970415; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=15970415]").text(description); $(".js-view-count-work_15970415").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15970415").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15970415"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1074" href="https://www.academia.edu/Documents/in/Organizational_Theory">Organizational Theory</a>, <script data-card-contents-for-ri="1074" type="text/json">{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5167" href="https://www.academia.edu/Documents/in/Governance">Governance</a>, <script data-card-contents-for-ri="5167" type="text/json">{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="7312" href="https://www.academia.edu/Documents/in/Agricultural_Economics">Agricultural Economics</a><script data-card-contents-for-ri="7312" type="text/json">{"id":7312,"name":"Agricultural Economics","url":"https://www.academia.edu/Documents/in/Agricultural_Economics?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15970415]'), work: {"id":15970415,"title":"Control Rights, Governance, and the Costs of Ownership in Agricultural Cooperatives","created_at":"2015-09-21T05:42:58.565-07:00","url":"https://www.academia.edu/15970415/Control_Rights_Governance_and_the_Costs_of_Ownership_in_Agricultural_Cooperatives?f_ri=27","dom_id":"work_15970415","summary":"Agricultural cooperatives have changed considerably in recent decades. In witnessing these structural changes, scholars have proffered analyses of nontraditional ownership models focusing on residual claim rights. However, crucial information on the allocation of control rights in cooperatives is missing. This study sheds light on alternative ownership-control models adopted by agricultural cooperatives in different regions across the world. In each of these models, we describe the allocation of formal control rights with a focus on decision management and decision control rights. We thus provide empirical evidence on the “separation of ownership and control” in agricultural cooperatives. We also analyze each of the governance models in terms of the associated ownership costs, including risk-bearing costs, the costs of controlling managers, and collective decision-making costs. In doing so, we are able to better understand the forces influencing the organizational efficiency of each cooperative model. [EconLit classification: Q130].","downloadable_attachments":[{"id":38838739,"asset_id":15970415,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4569314,"first_name":"Constantine","last_name":"Iliopoulos","domain_name":"agreri","page_name":"ConstantineIliopoulos","display_name":"Constantine Iliopoulos","profile_url":"https://agreri.academia.edu/ConstantineIliopoulos?f_ri=27","photo":"https://0.academia-photos.com/4569314/11929506/13293192/s65_constantine.iliopoulos.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=27","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=27","nofollow":false},{"id":7312,"name":"Agricultural Economics","url":"https://www.academia.edu/Documents/in/Agricultural_Economics?f_ri=27","nofollow":false},{"id":8644,"name":"Organizational Economics","url":"https://www.academia.edu/Documents/in/Organizational_Economics?f_ri=27"},{"id":37925,"name":"Ownership","url":"https://www.academia.edu/Documents/in/Ownership?f_ri=27"},{"id":119170,"name":"Agricultural cooperatives","url":"https://www.academia.edu/Documents/in/Agricultural_cooperatives?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_42706556" data-work_id="42706556" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/42706556/Creating_a_new_legal_form_the_GmbH">Creating a new legal form: the GmbH</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The most common business enterprise form in Germany today is the Gesellschaft mit beschränkter Haftung (GmbH). The GmbH offers entrepreneurs the partnership’s flexibility combined with limited liability, capital lock-in, and other traits... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_42706556" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The most common business enterprise form in Germany today is the Gesellschaft mit beschränkter Haftung (GmbH). The GmbH offers entrepreneurs the partnership’s flexibility combined with limited liability, capital lock-in, and other traits associated with corporations. Earlier enterprise forms such as the partnership and corporation were codified versions of longstanding practice; the GmbH, on the other hand, was the lawgiver’s creation. Authorized in 1892, the GmbH appeared during a period of ferment in German enterprise law and was an early example of the “Private Limited-Liability Company” (PLLC) prevalent in many economies today. This paper traces the debates and the legislative process that led to the GmbH’s introduction. The new form reflected challenges created by the corporation reform of 1884, problems in German colonial companies, and the view that British company law had put German firms at a competitive disadvantage. Many new enterprises adopted the GmbH, but significant sections of the financial and legal community harbored strong reservations about this legal innovation.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/42706556" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7ccafb1d9b74644de2ca1e2b93528676" rel="nofollow" data-download="{"attachment_id":62919545,"asset_id":42706556,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62919545/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8116316" href="https://yale.academia.edu/TGuinnane">Timothy Guinnane</a><script data-card-contents-for-user="8116316" type="text/json">{"id":8116316,"first_name":"Timothy","last_name":"Guinnane","domain_name":"yale","page_name":"TGuinnane","display_name":"Timothy Guinnane","profile_url":"https://yale.academia.edu/TGuinnane?f_ri=27","photo":"https://0.academia-photos.com/8116316/24923680/23748068/s65_timothy.guinnane.jpg"}</script></span></span></li><li class="js-paper-rank-work_42706556 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="42706556"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 42706556, container: ".js-paper-rank-work_42706556", }); });</script></li><li class="js-percentile-work_42706556 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 42706556; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_42706556"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_42706556 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="42706556"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 42706556; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=42706556]").text(description); $(".js-view-count-work_42706556").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_42706556").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="42706556"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="137" href="https://www.academia.edu/Documents/in/Economic_History">Economic History</a>, <script data-card-contents-for-ri="137" type="text/json">{"id":137,"name":"Economic History","url":"https://www.academia.edu/Documents/in/Economic_History?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1019471" href="https://www.academia.edu/Documents/in/Company_and_Commercial_Law">Company and Commercial Law</a>, <script data-card-contents-for-ri="1019471" type="text/json">{"id":1019471,"name":"Company and Commercial Law","url":"https://www.academia.edu/Documents/in/Company_and_Commercial_Law?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3618034" href="https://www.academia.edu/Documents/in/German_economic_history">German economic history</a><script data-card-contents-for-ri="3618034" type="text/json">{"id":3618034,"name":"German economic history","url":"https://www.academia.edu/Documents/in/German_economic_history?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=42706556]'), work: {"id":42706556,"title":"Creating a new legal form: the GmbH","created_at":"2020-04-11T17:14:14.518-07:00","url":"https://www.academia.edu/42706556/Creating_a_new_legal_form_the_GmbH?f_ri=27","dom_id":"work_42706556","summary":"The most common business enterprise form in Germany today is the Gesellschaft mit beschränkter Haftung (GmbH). The GmbH offers entrepreneurs the partnership’s flexibility combined with limited liability, capital lock-in, and other traits associated with corporations. Earlier enterprise forms such as the partnership and corporation were codified versions of longstanding practice; the GmbH, on the other hand, was the lawgiver’s creation. Authorized in 1892, the GmbH appeared during a period of ferment in German enterprise law and was an early example of the “Private Limited-Liability Company” (PLLC) prevalent in many economies today. This paper traces the debates and the legislative process that led to the GmbH’s introduction. The new form reflected challenges created by the corporation reform of 1884, problems in German colonial companies, and the view that British company law had put German firms at a competitive disadvantage. Many new enterprises adopted the GmbH, but significant sections of the financial and legal community harbored strong reservations about this legal innovation. ","downloadable_attachments":[{"id":62919545,"asset_id":42706556,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":8116316,"first_name":"Timothy","last_name":"Guinnane","domain_name":"yale","page_name":"TGuinnane","display_name":"Timothy Guinnane","profile_url":"https://yale.academia.edu/TGuinnane?f_ri=27","photo":"https://0.academia-photos.com/8116316/24923680/23748068/s65_timothy.guinnane.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":137,"name":"Economic History","url":"https://www.academia.edu/Documents/in/Economic_History?f_ri=27","nofollow":false},{"id":1019471,"name":"Company and Commercial Law","url":"https://www.academia.edu/Documents/in/Company_and_Commercial_Law?f_ri=27","nofollow":false},{"id":3618034,"name":"German economic history","url":"https://www.academia.edu/Documents/in/German_economic_history?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27080994" data-work_id="27080994" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27080994/Are_Entrepreneurs_Touched_with_Fire_1">Are Entrepreneurs " Touched with Fire " ? [1</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Abstract Importance: Entrepreneurs create the vast majority of new jobs, pull economies out of recessions, introduce useful products and services, and create prosperity. Therefore it behooves us to understand the cognitive, affective,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27080994" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Abstract<br /><br />Importance:  Entrepreneurs create the vast majority of new jobs, pull economies out of recessions, introduce useful products and services, and create prosperity.  Therefore it behooves us to understand the cognitive, affective, and behavioral strengths and vulnerabilities of entrepreneurs.  Prior research has identified the personality traits of successful entrepreneurs, but little is known about the nature of their mental health characteristics or those of their families. <br /><br />Objective: To investigate the prevalence and characteristics of mental health conditions among entrepreneurs and their first-degree family members. <br /><br />Method: Research procedures were approved by the UC Berkeley institutional review board.<br />In this study, 242 entrepreneurs and 93 demographically matched comparison participants took an anonymous on-line self-report survey to assess their engagement in entrepreneurship, and their individual and family mental health history. Differences between the two groups, and the first-degree relatives of asymptomatic members of both groups, were assessed for statistical significance using chi-square tests and t-tests.<br /><br />Results: Self-reported mental health concerns were present across 72% of the entrepreneurs in this sample, a proportion that was significantly higher than that of the comparison group.  Entrepreneurs reported significantly more symptoms than the comparison participants, as 49% reported having one or more lifetime mental health conditions, 32% reported having two or more lifetime mental health conditions, 18% reported having three or more lifetime mental health conditions, and 23% reported being asymptomatic members of highly symptomatic families.  The entrepreneurs were significantly more likely to report a lifetime history of depression (30%), ADHD (29%), substance use conditions (12%) and bipolar diagnosis (11%) than were comparison participants. Groups did not differ in rates of anxiety, with 27% of entrepreneurs and 26% of non-entrepreneurs reporting anxiety concerns.  Asymptomatic entrepreneurs described their first-degree relatives as experiencing significantly more mental health conditions than did the asymptomatic comparison participants, including depression, ADHD, substance use conditions, and anxiety.<br /><br />Limitations:  Limitations of the data include reliance on self-report measures, possible selection bias, vulnerability to shared method variance and comparison group differences, and the reliance on a cross-sectional design.<br /><br />Conclusions and relevance: The findings of this study are important because they suggest an underlying relationship between entrepreneurship and many of the affective, cognitive, and behavioral differences associated with mental health conditions. Current findings add to a growing body of work suggesting that mental health symptoms, in individuals and their family members, may co-occur with highly advantageous and adaptive outcomes that benefit both the individual and society. Understanding the strengths and vulnerabilities associated with personal and familial mental health histories may contribute to improved entrepreneurial outcomes, and to the development of protective resources for entrepreneurs. These findings have programmatic and policy implications for business education, executive coaching, large employers and human resource managers, health policy, social policy, and macroeconomic policy practitioners, and for mental health advocates. Policies and programs to properly insure and care for people with a wealth of notions (those with mental health conditions) may be synchronized with policies and programs that empower their admirable relatives (the entrepreneurs) to create the wealth of nations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27080994" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9f7e0defaf110e8f9e7ef14f2064660b" rel="nofollow" data-download="{"attachment_id":47334054,"asset_id":27080994,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47334054/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="51125694" href="https://ucsf.academia.edu/MichaelFreeman">Michael Freeman</a><script data-card-contents-for-user="51125694" type="text/json">{"id":51125694,"first_name":"Michael","last_name":"Freeman","domain_name":"ucsf","page_name":"MichaelFreeman","display_name":"Michael Freeman","profile_url":"https://ucsf.academia.edu/MichaelFreeman?f_ri=27","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_27080994 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27080994"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27080994, container: ".js-paper-rank-work_27080994", }); });</script></li><li class="js-percentile-work_27080994 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 27080994; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_27080994"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_27080994 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="27080994"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 27080994; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=27080994]").text(description); $(".js-view-count-work_27080994").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27080994").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27080994"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2827" href="https://www.academia.edu/Documents/in/Mental_Health">Mental Health</a><script data-card-contents-for-ri="2827" type="text/json">{"id":2827,"name":"Mental Health","url":"https://www.academia.edu/Documents/in/Mental_Health?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27080994]'), work: {"id":27080994,"title":"Are Entrepreneurs \" Touched with Fire \" ? [1","created_at":"2016-07-18T14:54:28.376-07:00","url":"https://www.academia.edu/27080994/Are_Entrepreneurs_Touched_with_Fire_1?f_ri=27","dom_id":"work_27080994","summary":"Abstract\n\nImportance: Entrepreneurs create the vast majority of new jobs, pull economies out of recessions, introduce useful products and services, and create prosperity. Therefore it behooves us to understand the cognitive, affective, and behavioral strengths and vulnerabilities of entrepreneurs. Prior research has identified the personality traits of successful entrepreneurs, but little is known about the nature of their mental health characteristics or those of their families. \n\nObjective: To investigate the prevalence and characteristics of mental health conditions among entrepreneurs and their first-degree family members. \n\nMethod: Research procedures were approved by the UC Berkeley institutional review board.\nIn this study, 242 entrepreneurs and 93 demographically matched comparison participants took an anonymous on-line self-report survey to assess their engagement in entrepreneurship, and their individual and family mental health history. Differences between the two groups, and the first-degree relatives of asymptomatic members of both groups, were assessed for statistical significance using chi-square tests and t-tests.\n\nResults: Self-reported mental health concerns were present across 72% of the entrepreneurs in this sample, a proportion that was significantly higher than that of the comparison group. Entrepreneurs reported significantly more symptoms than the comparison participants, as 49% reported having one or more lifetime mental health conditions, 32% reported having two or more lifetime mental health conditions, 18% reported having three or more lifetime mental health conditions, and 23% reported being asymptomatic members of highly symptomatic families. The entrepreneurs were significantly more likely to report a lifetime history of depression (30%), ADHD (29%), substance use conditions (12%) and bipolar diagnosis (11%) than were comparison participants. Groups did not differ in rates of anxiety, with 27% of entrepreneurs and 26% of non-entrepreneurs reporting anxiety concerns. Asymptomatic entrepreneurs described their first-degree relatives as experiencing significantly more mental health conditions than did the asymptomatic comparison participants, including depression, ADHD, substance use conditions, and anxiety.\n\nLimitations: Limitations of the data include reliance on self-report measures, possible selection bias, vulnerability to shared method variance and comparison group differences, and the reliance on a cross-sectional design.\n\nConclusions and relevance: The findings of this study are important because they suggest an underlying relationship between entrepreneurship and many of the affective, cognitive, and behavioral differences associated with mental health conditions. Current findings add to a growing body of work suggesting that mental health symptoms, in individuals and their family members, may co-occur with highly advantageous and adaptive outcomes that benefit both the individual and society. Understanding the strengths and vulnerabilities associated with personal and familial mental health histories may contribute to improved entrepreneurial outcomes, and to the development of protective resources for entrepreneurs. These findings have programmatic and policy implications for business education, executive coaching, large employers and human resource managers, health policy, social policy, and macroeconomic policy practitioners, and for mental health advocates. Policies and programs to properly insure and care for people with a wealth of notions (those with mental health conditions) may be synchronized with policies and programs that empower their admirable relatives (the entrepreneurs) to create the wealth of nations.\n\n","downloadable_attachments":[{"id":47334054,"asset_id":27080994,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51125694,"first_name":"Michael","last_name":"Freeman","domain_name":"ucsf","page_name":"MichaelFreeman","display_name":"Michael Freeman","profile_url":"https://ucsf.academia.edu/MichaelFreeman?f_ri=27","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":2827,"name":"Mental Health","url":"https://www.academia.edu/Documents/in/Mental_Health?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_49762787" data-work_id="49762787" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/49762787/The_Interface_between_Organizational_Learning_Capability_Entrepreneurial_Orientation_and_SME_Growth">The Interface between Organizational Learning Capability, Entrepreneurial Orientation, and SME Growth</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49762787" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ca3af3fc5adc3e8adafea9c593e88e64" rel="nofollow" data-download="{"attachment_id":68006599,"asset_id":49762787,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/68006599/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="40741271" href="https://emu.academia.edu/harasli">huseyin arasli</a><script data-card-contents-for-user="40741271" type="text/json">{"id":40741271,"first_name":"huseyin","last_name":"arasli","domain_name":"emu","page_name":"harasli","display_name":"huseyin arasli","profile_url":"https://emu.academia.edu/harasli?f_ri=27","photo":"https://0.academia-photos.com/40741271/29052773/27092104/s65_huseyin.arasli.jpg"}</script></span></span></li><li class="js-paper-rank-work_49762787 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="49762787"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 49762787, container: ".js-paper-rank-work_49762787", }); 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REFLECTIONS ON THE BUSINESS AND ETHICAL HISTORY OF THE LAFFITE BROTHERS AND OTHER PARTICIPANTS IN THE INFORMAL ECONOMY</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">At the beginning of the 19th century, Pierre and Jean Laffite moved back and forth across fluid lines of law. Within the context of their times, pirate or outlaw behaviours might also be socially constructive entrepreneurship. Their story... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9884697" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">At the beginning of the 19th century, Pierre and Jean Laffite moved back and forth across fluid lines of law. Within the context of their times, pirate or outlaw behaviours might also be socially constructive entrepreneurship. Their story provides lessons for modern entrepreneurs and business ethicists working on economic frontiers.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9884697" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cc2b0764c47d97465499a23609a7ba29" rel="nofollow" data-download="{"attachment_id":36044131,"asset_id":9884697,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36044131/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="12377448" href="https://rutgers.academia.edu/TomBryant">Tom Bryant</a><script data-card-contents-for-user="12377448" type="text/json">{"id":12377448,"first_name":"Tom","last_name":"Bryant","domain_name":"rutgers","page_name":"TomBryant","display_name":"Tom Bryant","profile_url":"https://rutgers.academia.edu/TomBryant?f_ri=27","photo":"https://gravatar.com/avatar/0374fd964a8089c1304d55a07e27f49e?s=65"}</script></span></span></li><li class="js-paper-rank-work_9884697 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9884697"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9884697, container: ".js-paper-rank-work_9884697", }); 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Sony Heru Priyanto* ... Reference to this paper should be made as follows: Priyanto, SH and Sandjojo, I. (2005) &amp;amp;amp;#x27;Relationship between entrepreneurial learning, entrepreneurial competencies and venture success:... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_67567819" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">... Sony Heru Priyanto* ... Reference to this paper should be made as follows: Priyanto, SH and Sandjojo, I. (2005) &amp;amp;amp;#x27;Relationship between entrepreneurial learning, entrepreneurial competencies and venture success: empirical study on SMEs&amp;amp;amp;#x27;, Int. ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/67567819" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9207764" href="https://independent.academia.edu/sonypriyanto">sony priyanto</a><script data-card-contents-for-user="9207764" type="text/json">{"id":9207764,"first_name":"sony","last_name":"priyanto","domain_name":"independent","page_name":"sonypriyanto","display_name":"sony priyanto","profile_url":"https://independent.academia.edu/sonypriyanto?f_ri=27","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_67567819 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="67567819"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 67567819, container: ".js-paper-rank-work_67567819", }); 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$(".js-view-count[data-work-id=67567819]").text(description); $(".js-view-count-work_67567819").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_67567819").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="67567819"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="44290" href="https://www.academia.edu/Documents/in/Smes">Smes</a>, <script data-card-contents-for-ri="44290" type="text/json">{"id":44290,"name":"Smes","url":"https://www.academia.edu/Documents/in/Smes?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a>, <script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="171676" href="https://www.academia.edu/Documents/in/Small_and_medium_enterprises">Small and medium enterprises</a><script data-card-contents-for-ri="171676" type="text/json">{"id":171676,"name":"Small and medium enterprises","url":"https://www.academia.edu/Documents/in/Small_and_medium_enterprises?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=67567819]'), work: {"id":67567819,"title":"Relationship between entrepreneurial learning, entrepreneurial competencies and venture success: empirical study on SMEs","created_at":"2022-01-07T16:22:14.440-08:00","url":"https://www.academia.edu/67567819/Relationship_between_entrepreneurial_learning_entrepreneurial_competencies_and_venture_success_empirical_study_on_SMEs?f_ri=27","dom_id":"work_67567819","summary":"... Sony Heru Priyanto* ... Reference to this paper should be made as follows: Priyanto, SH and Sandjojo, I. (2005) \u0026amp;amp;amp;#x27;Relationship between entrepreneurial learning, entrepreneurial competencies and venture success: empirical study on SMEs\u0026amp;amp;amp;#x27;, Int. ...","downloadable_attachments":[],"ordered_authors":[{"id":9207764,"first_name":"sony","last_name":"priyanto","domain_name":"independent","page_name":"sonypriyanto","display_name":"sony priyanto","profile_url":"https://independent.academia.edu/sonypriyanto?f_ri=27","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":44290,"name":"Smes","url":"https://www.academia.edu/Documents/in/Smes?f_ri=27","nofollow":false},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=27","nofollow":false},{"id":171676,"name":"Small and medium enterprises","url":"https://www.academia.edu/Documents/in/Small_and_medium_enterprises?f_ri=27","nofollow":false},{"id":219474,"name":"Empirical Study","url":"https://www.academia.edu/Documents/in/Empirical_Study?f_ri=27"},{"id":527990,"name":"Entrepreneurship and Management of Innovation","url":"https://www.academia.edu/Documents/in/Entrepreneurship_and_Management_of_Innovation?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_40440519" data-work_id="40440519" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/40440519/Social_Support_for_Female_Entrepreneurs_A_Study_of_South_Korea_and_the_United_States">Social Support for Female Entrepreneurs: A Study of South Korea and the United States</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">An entrepreneur is a person who organizes, builds, owns, and runs a business; however, what else is involved in starting a new business venture? The United States cultivates a society of individualist outlooks, people that place their... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_40440519" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">An entrepreneur is a person who organizes, builds, owns, and runs a business; however, what else is involved in starting a new business venture? The United States cultivates a society of individualist outlooks, people that place their needs and the needs of their immediate family before others, which is a sharp contradiction to South Korea’s traditionally collectivist society, where individuals put the needs of the community, family, and their country before their personal needs.  With such differing outlooks, which culture is better at supporting entrepreneurs? This paper will explore possible differences between the cultures of the United States and South Korea in relation to social support for female entrepreneurs.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/40440519" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="51400a946e1846de8d7e702d0274e471" rel="nofollow" data-download="{"attachment_id":60700288,"asset_id":40440519,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/60700288/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="83025285" href="https://msj.academia.edu/ElizabethBland">Elizabeth Bland</a><script data-card-contents-for-user="83025285" type="text/json">{"id":83025285,"first_name":"Elizabeth","last_name":"Bland","domain_name":"msj","page_name":"ElizabethBland","display_name":"Elizabeth Bland","profile_url":"https://msj.academia.edu/ElizabethBland?f_ri=27","photo":"https://0.academia-photos.com/83025285/133584872/123016237/s65_elizabeth.bland.png"}</script></span></span></li><li class="js-paper-rank-work_40440519 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="40440519"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 40440519, container: ".js-paper-rank-work_40440519", }); 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$(".js-view-count[data-work-id=40440519]").text(description); $(".js-view-count-work_40440519").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_40440519").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="40440519"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4179" href="https://www.academia.edu/Documents/in/South_Korea">South Korea</a>, <script data-card-contents-for-ri="4179" type="text/json">{"id":4179,"name":"South Korea","url":"https://www.academia.edu/Documents/in/South_Korea?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="11015" href="https://www.academia.edu/Documents/in/Social_Support">Social Support</a>, <script data-card-contents-for-ri="11015" type="text/json">{"id":11015,"name":"Social Support","url":"https://www.academia.edu/Documents/in/Social_Support?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="56032" href="https://www.academia.edu/Documents/in/Female_entrepreneurship">Female entrepreneurship</a><script data-card-contents-for-ri="56032" type="text/json">{"id":56032,"name":"Female entrepreneurship","url":"https://www.academia.edu/Documents/in/Female_entrepreneurship?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=40440519]'), work: {"id":40440519,"title":"Social Support for Female Entrepreneurs: A Study of South Korea and the United States","created_at":"2019-09-25T07:28:17.303-07:00","url":"https://www.academia.edu/40440519/Social_Support_for_Female_Entrepreneurs_A_Study_of_South_Korea_and_the_United_States?f_ri=27","dom_id":"work_40440519","summary":"An entrepreneur is a person who organizes, builds, owns, and runs a business; however, what else is involved in starting a new business venture? The United States cultivates a society of individualist outlooks, people that place their needs and the needs of their immediate family before others, which is a sharp contradiction to South Korea’s traditionally collectivist society, where individuals put the needs of the community, family, and their country before their personal needs. With such differing outlooks, which culture is better at supporting entrepreneurs? This paper will explore possible differences between the cultures of the United States and South Korea in relation to social support for female entrepreneurs.","downloadable_attachments":[{"id":60700288,"asset_id":40440519,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":83025285,"first_name":"Elizabeth","last_name":"Bland","domain_name":"msj","page_name":"ElizabethBland","display_name":"Elizabeth Bland","profile_url":"https://msj.academia.edu/ElizabethBland?f_ri=27","photo":"https://0.academia-photos.com/83025285/133584872/123016237/s65_elizabeth.bland.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":4179,"name":"South Korea","url":"https://www.academia.edu/Documents/in/South_Korea?f_ri=27","nofollow":false},{"id":11015,"name":"Social Support","url":"https://www.academia.edu/Documents/in/Social_Support?f_ri=27","nofollow":false},{"id":56032,"name":"Female entrepreneurship","url":"https://www.academia.edu/Documents/in/Female_entrepreneurship?f_ri=27","nofollow":false},{"id":149296,"name":"Fear of Failure","url":"https://www.academia.edu/Documents/in/Fear_of_Failure?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_27250737" data-work_id="27250737" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/27250737/Pursuing_Competition_and_Regulatory_Reforms_for_Achieving_Sustainable_Development_Goals">Pursuing Competition and Regulatory Reforms for Achieving Sustainable Development Goals</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This volume has been prepared under the auspices of the project entitled, ‘Competition Reforms in Key Markets for Enhancing Social & Economic Welfare in Developing Countries’ (CREW Project). This project was implemented by CUTS in four... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27250737" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This volume has been prepared under the auspices of the project entitled, ‘Competition Reforms in Key Markets for Enhancing Social & Economic Welfare in Developing Countries’ (CREW Project). This project was implemented by CUTS in four countries: Ghana, India, Philippines and Zambia, and across two common sectors: Staple Food and Bus Transport with the support from DFID (UK) and BMZ (Germany) facilitated by GIZ (Germany). The aim of the project was to highlight the relevance of competition reforms for social and economic welfare in developing countries, and motivate other countries, governments and development partners to accord greater attention to the subject of competition reforms. In view of this overall aim of the project, with inputs from the project advisers CUTS designed the final conference of the CREW project on a broader theme to talk about ‘Relevance of Competition & Regulatory Reforms in Pursuing Sustainable Development Goals (SDGs) in Developing Countries’. The theme was thought to be both contemporary and relevant in view of the adoption of the SDGs a couple of months before this final conference. In addition to the support it received from DFID (UK), BMZ (Germany) and GIZ (Germany), the conference also received support from the World Bank, G-77 Secretariat and the OECD. CUTS is grateful to all the above organisations for supporting the conference, and indeed also the production of this volume. We acknowledge the support from the members of the Project Advisory Committee of the CREW project, who contributed to make this conference a grand success. Special thanks to Clement Onyango and colleagues at CUTS Nairobi for their support and tireless efforts in the run-up and during the conference. We gratefully acknowledge the hard work and patience of all the paper authors for contributing extremely interesting individual chapters to this volume. We are also thankful to those friends of CUTS who reviewed the draft papers – Eleanor Fox, Tania Begazo/Martha Licetti (World Bank), Rafaelita Aldaba, R S Khemani, Frederic Jenny, Payal Malik, Allan Fels, David Ong’olo, Ashwini Swain, Peter Holmes and John Davies/Lynn Robertson (OECD). We are indebted to Mukhisa Kituyi, Secretary General, UNCTAD for writing an encouraging Foreword – and we hope to continue to receive his and UNCTAD’s support. We greatly appreciate the diligence of Madhuri Vasnani and Garima Shrivastava for editing and Mukesh Tyagi for preparing the layout of this report. Special thanks are due to Ashutosh Soni for his excellent coordination of communication with authors and reviewers of papers of this volume. We acknowledge the efforts of all the members of the CREW team, especially Cornelius Dube, Shreya Kaushik and Neha Tomar. Last but not the least, this report would not have seen the light of the day without the skillful direction, and overall guidance of Pradeep S Mehta, Secretary General, CUTS. He took special interest in this volume and went through each and every paper carefully himself. Words alone cannot convey our sincere gratitude to each and every individual who have contributed in every small way towards bringing out this volume. But it is only words that this world thrives on. We express our sincere gratefulness to all such individuals, without whom the publication of this volume would not have been possible.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27250737" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ad2eb64eeab44513b3184e3750845471" rel="nofollow" data-download="{"attachment_id":47509907,"asset_id":27250737,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47509907/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="275495" href="https://unlp.academia.edu/FDelGiorgioSolfa">Federico Del Giorgio Solfa</a><script data-card-contents-for-user="275495" type="text/json">{"id":275495,"first_name":"Federico","last_name":"Del Giorgio Solfa","domain_name":"unlp","page_name":"FDelGiorgioSolfa","display_name":"Federico Del Giorgio Solfa","profile_url":"https://unlp.academia.edu/FDelGiorgioSolfa?f_ri=27","photo":"https://0.academia-photos.com/275495/56958/3646340/s65_federico.del_giorgio_solfa.jpg"}</script></span></span></li><li class="js-paper-rank-work_27250737 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27250737"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27250737, container: ".js-paper-rank-work_27250737", }); 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$(".js-view-count[data-work-id=27250737]").text(description); $(".js-view-count-work_27250737").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_27250737").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="27250737"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">33</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="755" href="https://www.academia.edu/Documents/in/Entrepreneurial_Economics">Entrepreneurial Economics</a>, <script data-card-contents-for-ri="755" type="text/json">{"id":755,"name":"Entrepreneurial Economics","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Economics?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="988" href="https://www.academia.edu/Documents/in/Design">Design</a><script data-card-contents-for-ri="988" type="text/json">{"id":988,"name":"Design","url":"https://www.academia.edu/Documents/in/Design?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=27250737]'), work: {"id":27250737,"title":"Pursuing Competition and Regulatory Reforms for Achieving Sustainable Development Goals","created_at":"2016-07-25T12:49:31.654-07:00","url":"https://www.academia.edu/27250737/Pursuing_Competition_and_Regulatory_Reforms_for_Achieving_Sustainable_Development_Goals?f_ri=27","dom_id":"work_27250737","summary":"This volume has been prepared under the auspices of the project entitled, ‘Competition Reforms in Key Markets for Enhancing Social \u0026 Economic Welfare in Developing Countries’ (CREW Project). This project was implemented by CUTS in four countries: Ghana, India, Philippines and Zambia, and across two common sectors: Staple Food and Bus Transport with the support from DFID (UK) and BMZ (Germany) facilitated by GIZ (Germany). The aim of the project was to highlight the relevance of competition reforms for social and economic welfare in developing countries, and motivate other countries, governments and development partners to accord greater attention to the subject of competition reforms. In view of this overall aim of the project, with inputs from the project advisers CUTS designed the final conference of the CREW project on a broader theme to talk about ‘Relevance of Competition \u0026 Regulatory Reforms in Pursuing Sustainable Development Goals (SDGs) in Developing Countries’. The theme was thought to be both contemporary and relevant in view of the adoption of the SDGs a couple of months before this final conference. In addition to the support it received from DFID (UK), BMZ (Germany) and GIZ (Germany), the conference also received support from the World Bank, G-77 Secretariat and the OECD. CUTS is grateful to all the above organisations for supporting the conference, and indeed also the production of this volume. We acknowledge the support from the members of the Project Advisory Committee of the CREW project, who contributed to make this conference a grand success. Special thanks to Clement Onyango and colleagues at CUTS Nairobi for their support and tireless efforts in the run-up and during the conference. We gratefully acknowledge the hard work and patience of all the paper authors for contributing extremely interesting individual chapters to this volume. We are also thankful to those friends of CUTS who reviewed the draft papers – Eleanor Fox, Tania Begazo/Martha Licetti (World Bank), Rafaelita Aldaba, R S Khemani, Frederic Jenny, Payal Malik, Allan Fels, David Ong’olo, Ashwini Swain, Peter Holmes and John Davies/Lynn Robertson (OECD). We are indebted to Mukhisa Kituyi, Secretary General, UNCTAD for writing an encouraging Foreword – and we hope to continue to receive his and UNCTAD’s support. We greatly appreciate the diligence of Madhuri Vasnani and Garima Shrivastava for editing and Mukesh Tyagi for preparing the layout of this report. Special thanks are due to Ashutosh Soni for his excellent coordination of communication with authors and reviewers of papers of this volume. We acknowledge the efforts of all the members of the CREW team, especially Cornelius Dube, Shreya Kaushik and Neha Tomar. Last but not the least, this report would not have seen the light of the day without the skillful direction, and overall guidance of Pradeep S Mehta, Secretary General, CUTS. He took special interest in this volume and went through each and every paper carefully himself. Words alone cannot convey our sincere gratitude to each and every individual who have contributed in every small way towards bringing out this volume. But it is only words that this world thrives on. We express our sincere gratefulness to all such individuals, without whom the publication of this volume would not have been possible.","downloadable_attachments":[{"id":47509907,"asset_id":27250737,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":275495,"first_name":"Federico","last_name":"Del Giorgio Solfa","domain_name":"unlp","page_name":"FDelGiorgioSolfa","display_name":"Federico Del Giorgio Solfa","profile_url":"https://unlp.academia.edu/FDelGiorgioSolfa?f_ri=27","photo":"https://0.academia-photos.com/275495/56958/3646340/s65_federico.del_giorgio_solfa.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false},{"id":755,"name":"Entrepreneurial 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size","url":"https://www.academia.edu/Documents/in/Government_scope_and_size?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_40962364 coauthored" data-work_id="40962364" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/40962364/The_M%C4%81ori_marae_as_a_structural_attractor">The Māori marae as a structural attractor</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Māori are the Indigenous people of New Zealand. This paper proposes that the Māori community complex or marae can usefully be thought of as an attractor that shapes entrepreneurial activity: a suggestion that emerges from viewing... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_40962364" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Māori are the Indigenous people of New Zealand. This paper proposes that the Māori community complex or marae can usefully be thought of as an attractor that shapes entrepreneurial activity: a suggestion that emerges from viewing Indigenous entrepreneurship through the lens of complexity theory. It aims to do four things: contribute to the growing literature in the field of Indigenous entrepreneurship within kinship communities; add to the work within complexity theory that examines attractors; demonstrate that attractors for effectiveness and creativity of organizations extend beyond leadership systems, managerial control protocols, property rights and decision rights; and show that the marae has ongoing relevance to Māori communities and entrepreneurship in the 21st century. Whilst it emphasizes the marae as structural attractor and therefore physically manifest, it engages with the cardinal values and ethics that emerge from the spiritual realm of Te Kore; the highest level of organization in the Māori world. Thus the paper is anchored in the spiritual concepts and ethics from which the marae emerges and which inspire and inform innovation and entrepreneurship.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/40962364" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1ae12336ff117134c6800ff8d572bd80" rel="nofollow" data-download="{"attachment_id":61246802,"asset_id":40962364,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/61246802/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4324345" href="https://auckland.academia.edu/BillieLythberg">Billie Lythberg</a><script data-card-contents-for-user="4324345" type="text/json">{"id":4324345,"first_name":"Billie","last_name":"Lythberg","domain_name":"auckland","page_name":"BillieLythberg","display_name":"Billie Lythberg","profile_url":"https://auckland.academia.edu/BillieLythberg?f_ri=27","photo":"https://0.academia-photos.com/4324345/1733574/27540567/s65_billie.lythberg.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-40962364">+1</span><div class="hidden js-additional-users-40962364"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://auckland.academia.edu/M%C4%81nukaH%C4%93nare">Mānuka Hēnare</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-40962364'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-40962364').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_40962364 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="40962364"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 40962364; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=40962364]").text(description); $(".js-view-count-work_40962364").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_40962364").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="40962364"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="814" href="https://www.academia.edu/Documents/in/Ethics">Ethics</a>, <script data-card-contents-for-ri="814" type="text/json">{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3155" href="https://www.academia.edu/Documents/in/Complexity_Theory">Complexity Theory</a>, <script data-card-contents-for-ri="3155" type="text/json">{"id":3155,"name":"Complexity Theory","url":"https://www.academia.edu/Documents/in/Complexity_Theory?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5167" href="https://www.academia.edu/Documents/in/Governance">Governance</a><script data-card-contents-for-ri="5167" type="text/json">{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=40962364]'), work: {"id":40962364,"title":"The Māori marae as a structural attractor","created_at":"2019-11-17T18:15:52.743-08:00","url":"https://www.academia.edu/40962364/The_M%C4%81ori_marae_as_a_structural_attractor?f_ri=27","dom_id":"work_40962364","summary":"Māori are the Indigenous people of New Zealand. This paper proposes that the Māori community complex or marae can usefully be thought of as an attractor that shapes entrepreneurial activity: a suggestion that emerges from viewing Indigenous entrepreneurship through the lens of complexity theory. It aims to do four things: contribute to the growing literature in the field of Indigenous entrepreneurship within kinship communities; add to the work within complexity theory that examines attractors; demonstrate that attractors for effectiveness and creativity of organizations extend beyond leadership systems, managerial control protocols, property rights and decision rights; and show that the marae has ongoing relevance to Māori communities and entrepreneurship in the 21st century. Whilst it emphasizes the marae as structural attractor and therefore physically manifest, it engages with the cardinal values and ethics that emerge from the spiritual realm of Te Kore; the highest level of organization in the Māori world. Thus the paper is anchored in the spiritual concepts and ethics from which the marae emerges and which inspire and inform innovation and entrepreneurship.","downloadable_attachments":[{"id":61246802,"asset_id":40962364,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4324345,"first_name":"Billie","last_name":"Lythberg","domain_name":"auckland","page_name":"BillieLythberg","display_name":"Billie Lythberg","profile_url":"https://auckland.academia.edu/BillieLythberg?f_ri=27","photo":"https://0.academia-photos.com/4324345/1733574/27540567/s65_billie.lythberg.jpg"},{"id":7692587,"first_name":"Mānuka","last_name":"Hēnare","domain_name":"auckland","page_name":"MānukaHēnare","display_name":"Mānuka Hēnare","profile_url":"https://auckland.academia.edu/M%C4%81nukaH%C4%93nare?f_ri=27","photo":"https://0.academia-photos.com/7692587/4635988/5355889/s65_m_nuka.h_nare.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=27","nofollow":false},{"id":3155,"name":"Complexity Theory","url":"https://www.academia.edu/Documents/in/Complexity_Theory?f_ri=27","nofollow":false},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=27","nofollow":false},{"id":6631,"name":"Economics of Innovation","url":"https://www.academia.edu/Documents/in/Economics_of_Innovation?f_ri=27"},{"id":24024,"name":"Innovation and Creativity (Business)","url":"https://www.academia.edu/Documents/in/Innovation_and_Creativity_Business_?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_33488383" data-work_id="33488383" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/33488383/STARTUP_ACCELERATORS_AN_OVERVIEW_OF_THE_CURRENT_STATE_OF_THE_ACCELERATION_PHENOMENON_1">STARTUP ACCELERATORS: AN OVERVIEW OF THE CURRENT STATE OF THE ACCELERATION PHENOMENON 1</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The start-up acceleration phenomenon is a recent trend in the field of entrepreneurship, impacting academia, policy makers and practioners, but not yet fully researched or comprehended. The existing literature on business incubators,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_33488383" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The start-up acceleration phenomenon is a recent trend in the field of entrepreneurship, impacting academia, policy makers and practioners, but not yet fully researched or comprehended. The existing literature on business incubators, technology transfer and corporate entrepreneurship provide few cues on how to interpret the acceleration phenomenon, justifying the case for an in-depth analysis on how accelerators (and its accelerated ventures) differentiate from existing initiatives. This work aims to contribute to this discussion by mapping the current research and definitions of the acceleration phenomenon and suggesting a number of potential investigation lines to be deployed in the upcoming years.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/33488383" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ac4b212c518be6933550b4fc1ceb5a45" rel="nofollow" data-download="{"attachment_id":53529066,"asset_id":33488383,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53529066/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="22213612" href="https://ucm.academia.edu/IgorTasic">Igor Tasic</a><script data-card-contents-for-user="22213612" type="text/json">{"id":22213612,"first_name":"Igor","last_name":"Tasic","domain_name":"ucm","page_name":"IgorTasic","display_name":"Igor Tasic","profile_url":"https://ucm.academia.edu/IgorTasic?f_ri=27","photo":"https://0.academia-photos.com/22213612/6588893/17251119/s65_igor.tasic.jpg"}</script></span></span></li><li class="js-paper-rank-work_33488383 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="33488383"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 33488383, container: ".js-paper-rank-work_33488383", }); });</script></li><li class="js-percentile-work_33488383 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 33488383; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_33488383"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_33488383 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="33488383"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 33488383; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=33488383]").text(description); $(".js-view-count-work_33488383").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_33488383").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="33488383"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="62924" href="https://www.academia.edu/Documents/in/Entrepreneurship_and_Small_business_Management">Entrepreneurship and Small business Management</a>, <script data-card-contents-for-ri="62924" type="text/json">{"id":62924,"name":"Entrepreneurship and Small business Management","url":"https://www.academia.edu/Documents/in/Entrepreneurship_and_Small_business_Management?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="74881" href="https://www.academia.edu/Documents/in/Startups">Startups</a>, <script data-card-contents-for-ri="74881" type="text/json">{"id":74881,"name":"Startups","url":"https://www.academia.edu/Documents/in/Startups?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="807632" href="https://www.academia.edu/Documents/in/Entrepreneurial_Ecosystems">Entrepreneurial Ecosystems</a><script data-card-contents-for-ri="807632" type="text/json">{"id":807632,"name":"Entrepreneurial Ecosystems","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Ecosystems?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=33488383]'), work: {"id":33488383,"title":"STARTUP ACCELERATORS: AN OVERVIEW OF THE CURRENT STATE OF THE ACCELERATION PHENOMENON 1","created_at":"2017-06-15T13:05:10.300-07:00","url":"https://www.academia.edu/33488383/STARTUP_ACCELERATORS_AN_OVERVIEW_OF_THE_CURRENT_STATE_OF_THE_ACCELERATION_PHENOMENON_1?f_ri=27","dom_id":"work_33488383","summary":"The start-up acceleration phenomenon is a recent trend in the field of entrepreneurship, impacting academia, policy makers and practioners, but not yet fully researched or comprehended. The existing literature on business incubators, technology transfer and corporate entrepreneurship provide few cues on how to interpret the acceleration phenomenon, justifying the case for an in-depth analysis on how accelerators (and its accelerated ventures) differentiate from existing initiatives. This work aims to contribute to this discussion by mapping the current research and definitions of the acceleration phenomenon and suggesting a number of potential investigation lines to be deployed in the upcoming years.","downloadable_attachments":[{"id":53529066,"asset_id":33488383,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":22213612,"first_name":"Igor","last_name":"Tasic","domain_name":"ucm","page_name":"IgorTasic","display_name":"Igor Tasic","profile_url":"https://ucm.academia.edu/IgorTasic?f_ri=27","photo":"https://0.academia-photos.com/22213612/6588893/17251119/s65_igor.tasic.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":62924,"name":"Entrepreneurship and Small business Management","url":"https://www.academia.edu/Documents/in/Entrepreneurship_and_Small_business_Management?f_ri=27","nofollow":false},{"id":74881,"name":"Startups","url":"https://www.academia.edu/Documents/in/Startups?f_ri=27","nofollow":false},{"id":807632,"name":"Entrepreneurial Ecosystems","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Ecosystems?f_ri=27","nofollow":false},{"id":967380,"name":"Accelerators","url":"https://www.academia.edu/Documents/in/Accelerators?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_36573572" data-work_id="36573572" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/36573572/Quality_of_Management_Education_in_India_and_Reengineering_Process_from_Traditional_to_Modern_An_Overview">Quality of Management Education in India and Reengineering Process from Traditional to Modern: An Overview</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Amid the emergence of the 21st century, a new era of modern business has set in India. Liberalization and globalization of Indian economy have provided challenges and opportunities to our new business and which has necessitated... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_36573572" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Amid the emergence of the 21st century, a new era of modern business has set in India. Liberalization and globalization of Indian economy have provided challenges and opportunities to our new business and which has necessitated re-engineering of the present management education system. Recently, Union Budget is also decreasing the fund for higher education in India for the last five years. This research is focused mainly on existing problems and challenges which are needed to be addressed and seeks to provide the solution thereabout. At present in India, there exists three-tier management education administration i.e., Indian Institutes of Management (IIMs), Entrepreneur's and prestigious industry run best management institutes and management departments of Universities. Besides this, private B-Schools and non-statutory business training institutions also impact business education leading to MBA degree or PGDM diploma. Unfortunately, most of the students don't get the job in the completion of the course. In most of the cases, even the best student doesn't cater to the needs of the market because in the formal education system the gap between what is taught and what is demanded by the market is evident. Hence, an urgent need to rethink and redesign the management courses has arisen. It discusses the rationale of re-engineering of the whole management education system i.e, Admission, Instruction, Infrastructure, Regulation, Examination, Certification, Training and Placement etc.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/36573572" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="424d86956984e2f324d9d7fde7eeeede" rel="nofollow" data-download="{"attachment_id":56499939,"asset_id":36573572,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/56499939/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4974220" href="https://tvl.academia.edu/MARIMUTHUKN">MARIMUTHU KN</a><script data-card-contents-for-user="4974220" type="text/json">{"id":4974220,"first_name":"MARIMUTHU","last_name":"KN","domain_name":"tvl","page_name":"MARIMUTHUKN","display_name":"MARIMUTHU KN","profile_url":"https://tvl.academia.edu/MARIMUTHUKN?f_ri=27","photo":"https://0.academia-photos.com/4974220/2184631/2560983/s65_mari.muthu.jpg"}</script></span></span></li><li class="js-paper-rank-work_36573572 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="36573572"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 36573572, container: ".js-paper-rank-work_36573572", }); });</script></li><li class="js-percentile-work_36573572 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 36573572; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_36573572"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_36573572 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="36573572"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 36573572; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=36573572]").text(description); $(".js-view-count-work_36573572").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_36573572").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="36573572"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">53</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1374" href="https://www.academia.edu/Documents/in/The_MBA_Subculture_and_Its_Economic_Instabilities">The MBA Subculture & Its Economic Instabilities</a>, <script data-card-contents-for-ri="1374" type="text/json">{"id":1374,"name":"The MBA Subculture \u0026 Its Economic Instabilities","url":"https://www.academia.edu/Documents/in/The_MBA_Subculture_and_Its_Economic_Instabilities?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1451" href="https://www.academia.edu/Documents/in/Quality_Management">Quality Management</a><script data-card-contents-for-ri="1451" type="text/json">{"id":1451,"name":"Quality Management","url":"https://www.academia.edu/Documents/in/Quality_Management?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=36573572]'), work: {"id":36573572,"title":"Quality of Management Education in India and Reengineering Process from Traditional to Modern: An Overview","created_at":"2018-05-06T05:50:55.126-07:00","url":"https://www.academia.edu/36573572/Quality_of_Management_Education_in_India_and_Reengineering_Process_from_Traditional_to_Modern_An_Overview?f_ri=27","dom_id":"work_36573572","summary":"Amid the emergence of the 21st century, a new era of modern business has set in India. Liberalization and globalization of Indian economy have provided challenges and opportunities to our new business and which has necessitated re-engineering of the present management education system. Recently, Union Budget is also decreasing the fund for higher education in India for the last five years. This research is focused mainly on existing problems and challenges which are needed to be addressed and seeks to provide the solution thereabout. At present in India, there exists three-tier management education administration i.e., Indian Institutes of Management (IIMs), Entrepreneur's and prestigious industry run best management institutes and management departments of Universities. Besides this, private B-Schools and non-statutory business training institutions also impact business education leading to MBA degree or PGDM diploma. Unfortunately, most of the students don't get the job in the completion of the course. In most of the cases, even the best student doesn't cater to the needs of the market because in the formal education system the gap between what is taught and what is demanded by the market is evident. Hence, an urgent need to rethink and redesign the management courses has arisen. It discusses the rationale of re-engineering of the whole management education system i.e, Admission, Instruction, Infrastructure, Regulation, Examination, Certification, Training and Placement etc.","downloadable_attachments":[{"id":56499939,"asset_id":36573572,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4974220,"first_name":"MARIMUTHU","last_name":"KN","domain_name":"tvl","page_name":"MARIMUTHUKN","display_name":"MARIMUTHU KN","profile_url":"https://tvl.academia.edu/MARIMUTHUKN?f_ri=27","photo":"https://0.academia-photos.com/4974220/2184631/2560983/s65_mari.muthu.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=27","nofollow":false},{"id":1374,"name":"The MBA Subculture \u0026 Its Economic 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u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Esquema, en forma de paradigma (libre de polvo y paja, en blanco y negro), del quehacer trianual para un presidente de Comisariado Ejidal o para un presidente de Consejo de Vigilancia, en un Ejido de la república mexicana, a la luz de la... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12657548" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Esquema, en forma de paradigma (libre de polvo y paja, en blanco y negro), del quehacer trianual para un presidente de Comisariado Ejidal o para un presidente de Consejo de Vigilancia, en un Ejido de la república mexicana, a la luz de la conversión deseable del ejido en la palanca del desarrollo integral de medio rural, de México y del planeta tierra en su conjunto.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div 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Institutions On The Growth Of Smes In Kenya:A Case Study Of Micro Financial Institutions In Kisi Town</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5321610" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4a7202922f81a647a1238ca2b1633ab0" rel="nofollow" data-download="{"attachment_id":32482859,"asset_id":5321610,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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href="https://www.academia.edu/34189413/Deveci_%C4%B0_2017_E_STEM_Giri%C5%9Fimcilik_Fen_Teknoloji_M%C3%BChendislik_Matematik_S_%C3%87epni_Ed_Kuramdan_Uygulamaya_STEM_E%C4%9Fitimi_133_163_Ankara_Pegem_yay%C4%B1nc%C4%B1l%C4%B1k">Deveci, İ. (2017). E-STEM Girişimcilik, Fen, Teknoloji, Mühendislik, Matematik. S. Çepni (Ed.), Kuramdan Uygulamaya STEM Eğitimi (133-163). Ankara: Pegem yayıncılık.</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34189413" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6e32f2defe20ed4d9744d9f58d87eccf" rel="nofollow" data-download="{"attachment_id":54107021,"asset_id":34189413,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54107021/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6501733" href="https://ksu-tr.academia.edu/IsaDeveciPhD">Isa Deveci, Prof. Dr.</a><script data-card-contents-for-user="6501733" type="text/json">{"id":6501733,"first_name":"Isa","last_name":"Deveci, Prof. Dr.","domain_name":"ksu-tr","page_name":"IsaDeveciPhD","display_name":"Isa Deveci, Prof. Dr.","profile_url":"https://ksu-tr.academia.edu/IsaDeveciPhD?f_ri=27","photo":"https://0.academia-photos.com/6501733/2617280/19843338/s65_isa.deveci_ph.d..jpg"}</script></span></span></li><li class="js-paper-rank-work_34189413 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34189413"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34189413, container: ".js-paper-rank-work_34189413", }); });</script></li><li class="js-percentile-work_34189413 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 34189413; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_34189413"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_34189413 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="34189413"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 34189413; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=34189413]").text(description); $(".js-view-count-work_34189413").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34189413").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34189413"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="28493" href="https://www.academia.edu/Documents/in/STEM_Education">STEM Education</a><script data-card-contents-for-ri="28493" type="text/json">{"id":28493,"name":"STEM Education","url":"https://www.academia.edu/Documents/in/STEM_Education?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34189413]'), work: {"id":34189413,"title":"Deveci, İ. (2017). E-STEM Girişimcilik, Fen, Teknoloji, Mühendislik, Matematik. S. Çepni (Ed.), Kuramdan Uygulamaya STEM Eğitimi (133-163). Ankara: Pegem yayıncılık.","created_at":"2017-08-10T02:32:42.695-07:00","url":"https://www.academia.edu/34189413/Deveci_%C4%B0_2017_E_STEM_Giri%C5%9Fimcilik_Fen_Teknoloji_M%C3%BChendislik_Matematik_S_%C3%87epni_Ed_Kuramdan_Uygulamaya_STEM_E%C4%9Fitimi_133_163_Ankara_Pegem_yay%C4%B1nc%C4%B1l%C4%B1k?f_ri=27","dom_id":"work_34189413","summary":null,"downloadable_attachments":[{"id":54107021,"asset_id":34189413,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6501733,"first_name":"Isa","last_name":"Deveci, Prof. Dr.","domain_name":"ksu-tr","page_name":"IsaDeveciPhD","display_name":"Isa Deveci, Prof. Dr.","profile_url":"https://ksu-tr.academia.edu/IsaDeveciPhD?f_ri=27","photo":"https://0.academia-photos.com/6501733/2617280/19843338/s65_isa.deveci_ph.d..jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":28493,"name":"STEM Education","url":"https://www.academia.edu/Documents/in/STEM_Education?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37079845 coauthored" data-work_id="37079845" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37079845/Artisan_Entrepreneurship_A_Systematic_Literature_Review_and_Research_Agenda">Artisan Entrepreneurship: A Systematic Literature Review and Research Agenda</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose – The purpose of this paper is to review and critique the extant body of literature on artisan entrepreneurship and to develop a research agenda for future studies based on the identified trends and themes.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37079845" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose – The purpose of this paper is to review and critique the extant body of literature on artisan entrepreneurship and to develop a research agenda for future studies based on the identified trends and themes.<br />Design/methodology/approach – A Systematic Literature Review (SLR) was undertaken across 96 journals ranked by the Association of Business Schools. The initial search yielded 86 papers. Further scrutiny of these studies led to the development of exclusion criteria, resulting in a refined list of 32 articles which advance understanding of artisan entrepreneurship. Using an open coding approach, this SLR then identified seven core themes and 16 sub-themes which the extant literature examines.<br />Findings – This SLR finds that artisan entrepreneurship research contributes to understanding of entrepreneurial behaviour, context, motivation, development, resources, diversity and classification. It provides timely insights into coopetition practices, the reciprocal relationship between place and entrepreneurship and the coexistence of social and economic goals. It also reveals characteristics which facilitate venture development, discovers the mutability of various forms of capital, highlights the necessity of studying diverse experiences and identifies benefits and limits of typologies. Main elements of the resulting research agenda include calls for more quantitative research, further attention to context and more holistic treatment of a wider variety of stories.<br />Originality/value – This paper presents the first systematic literature review of craft and artisan entrepreneurship research. It not only identifies, analyses and critiques the main streams in the literature, therefore providing an overview of the state of the field, but also highlights areas where this scholarship contributes to understanding of entrepreneurship and upon which future research can build. Artisan entrepreneurship is thus established as worthy of investigation in its own right and as an appropriate context in which to explore entrepreneurial processes. Furthermore, this SLR presents an agenda for future research to advance understanding of artisan entrepreneurship.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37079845" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ecef8d129f397aacf09e13df09abe47b" rel="nofollow" data-download="{"attachment_id":57031564,"asset_id":37079845,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57031564/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3557948" href="https://ilstu.academia.edu/TobiasPret">Tobias Pret</a><script data-card-contents-for-user="3557948" type="text/json">{"id":3557948,"first_name":"Tobias","last_name":"Pret","domain_name":"ilstu","page_name":"TobiasPret","display_name":"Tobias Pret","profile_url":"https://ilstu.academia.edu/TobiasPret?f_ri=27","photo":"https://0.academia-photos.com/3557948/1315825/42934416/s65_tobias.pret.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-37079845">+1</span><div class="hidden js-additional-users-37079845"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://strath.academia.edu/AvielCogan">Aviel Cogan</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-37079845'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-37079845').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_37079845 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37079845"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37079845, container: ".js-paper-rank-work_37079845", }); });</script></li><li class="js-percentile-work_37079845 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 37079845; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_37079845"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_37079845 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="37079845"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 37079845; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=37079845]").text(description); $(".js-view-count-work_37079845").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37079845").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37079845"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="3131" href="https://www.academia.edu/Documents/in/Small_Business">Small Business</a>, <script data-card-contents-for-ri="3131" type="text/json">{"id":3131,"name":"Small Business","url":"https://www.academia.edu/Documents/in/Small_Business?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="11344" href="https://www.academia.edu/Documents/in/Creative_Industries">Creative Industries</a>, <script data-card-contents-for-ri="11344" type="text/json">{"id":11344,"name":"Creative Industries","url":"https://www.academia.edu/Documents/in/Creative_Industries?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="16903" href="https://www.academia.edu/Documents/in/Traditional_Crafts">Traditional Crafts</a><script data-card-contents-for-ri="16903" type="text/json">{"id":16903,"name":"Traditional Crafts","url":"https://www.academia.edu/Documents/in/Traditional_Crafts?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37079845]'), work: {"id":37079845,"title":"Artisan Entrepreneurship: A Systematic Literature Review and Research Agenda","created_at":"2018-07-19T09:51:33.391-07:00","url":"https://www.academia.edu/37079845/Artisan_Entrepreneurship_A_Systematic_Literature_Review_and_Research_Agenda?f_ri=27","dom_id":"work_37079845","summary":"Purpose – The purpose of this paper is to review and critique the extant body of literature on artisan entrepreneurship and to develop a research agenda for future studies based on the identified trends and themes.\nDesign/methodology/approach – A Systematic Literature Review (SLR) was undertaken across 96 journals ranked by the Association of Business Schools. The initial search yielded 86 papers. Further scrutiny of these studies led to the development of exclusion criteria, resulting in a refined list of 32 articles which advance understanding of artisan entrepreneurship. Using an open coding approach, this SLR then identified seven core themes and 16 sub-themes which the extant literature examines.\nFindings – This SLR finds that artisan entrepreneurship research contributes to understanding of entrepreneurial behaviour, context, motivation, development, resources, diversity and classification. It provides timely insights into coopetition practices, the reciprocal relationship between place and entrepreneurship and the coexistence of social and economic goals. It also reveals characteristics which facilitate venture development, discovers the mutability of various forms of capital, highlights the necessity of studying diverse experiences and identifies benefits and limits of typologies. Main elements of the resulting research agenda include calls for more quantitative research, further attention to context and more holistic treatment of a wider variety of stories.\nOriginality/value – This paper presents the first systematic literature review of craft and artisan entrepreneurship research. It not only identifies, analyses and critiques the main streams in the literature, therefore providing an overview of the state of the field, but also highlights areas where this scholarship contributes to understanding of entrepreneurship and upon which future research can build. Artisan entrepreneurship is thus established as worthy of investigation in its own right and as an appropriate context in which to explore entrepreneurial processes. Furthermore, this SLR presents an agenda for future research to advance understanding of artisan entrepreneurship.","downloadable_attachments":[{"id":57031564,"asset_id":37079845,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3557948,"first_name":"Tobias","last_name":"Pret","domain_name":"ilstu","page_name":"TobiasPret","display_name":"Tobias Pret","profile_url":"https://ilstu.academia.edu/TobiasPret?f_ri=27","photo":"https://0.academia-photos.com/3557948/1315825/42934416/s65_tobias.pret.jpg"},{"id":88049837,"first_name":"Aviel","last_name":"Cogan","domain_name":"strath","page_name":"AvielCogan","display_name":"Aviel Cogan","profile_url":"https://strath.academia.edu/AvielCogan?f_ri=27","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":3131,"name":"Small Business","url":"https://www.academia.edu/Documents/in/Small_Business?f_ri=27","nofollow":false},{"id":11344,"name":"Creative Industries","url":"https://www.academia.edu/Documents/in/Creative_Industries?f_ri=27","nofollow":false},{"id":16903,"name":"Traditional Crafts","url":"https://www.academia.edu/Documents/in/Traditional_Crafts?f_ri=27","nofollow":false},{"id":44293,"name":"Literature Review","url":"https://www.academia.edu/Documents/in/Literature_Review?f_ri=27"},{"id":53409,"name":"Arts and Crafts","url":"https://www.academia.edu/Documents/in/Arts_and_Crafts?f_ri=27"},{"id":181456,"name":"Cultural Industry","url":"https://www.academia.edu/Documents/in/Cultural_Industry?f_ri=27"},{"id":470091,"name":"Artisans","url":"https://www.academia.edu/Documents/in/Artisans?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_51087624" data-work_id="51087624" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/51087624/The_Rise_and_Fall_of_WeWork">The Rise and Fall of WeWork</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This case examines the rise and fall of WeWork—a company that experienced one of the most dramatic changes of fortune in technology company history. For several years, WeWork was a Silicon Valley darling, growing at breakneck speed with... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_51087624" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This case examines the rise and fall of WeWork—a company that experienced one of the most dramatic changes of fortune in technology company history. For several years, WeWork was a Silicon Valley darling, growing at breakneck speed with visionary Adam Neumann at the helm. By some estimates, Neumann’s company was worth USD 47 billion in January of 2019. But when the company filed paperwork in preparation for going public later that year, investors balked at the details revealed in the documents: billions of dollars in losses and lots of questionable behavior on the part of Neumann (including numerous conflicts of interest involving his personal business dealings). The initial public offering was postponed and later withdrawn; Neumann was forced to step down as CEO; and by May of 2020 the company’s valuation had dropped to USD 3 billion. Exploring this recent history will provide an opportunity to ask what lessons can be drawn from the rise and fall of WeWork, and from the economic and social context that enabled its growth.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/51087624" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="40ac32d5f0782469875bfef6434bb4ea" rel="nofollow" data-download="{"attachment_id":68971019,"asset_id":51087624,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/68971019/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="530932" href="https://pepperdine.academia.edu/gpendergraft">Garrett Pendergraft</a><script data-card-contents-for-user="530932" type="text/json">{"id":530932,"first_name":"Garrett","last_name":"Pendergraft","domain_name":"pepperdine","page_name":"gpendergraft","display_name":"Garrett Pendergraft","profile_url":"https://pepperdine.academia.edu/gpendergraft?f_ri=27","photo":"https://0.academia-photos.com/530932/188834/32495536/s65_garrett.pendergraft.jpeg"}</script></span></span></li><li class="js-paper-rank-work_51087624 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="51087624"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 51087624, container: ".js-paper-rank-work_51087624", }); });</script></li><li class="js-percentile-work_51087624 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 51087624; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_51087624"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_51087624 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="51087624"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 51087624; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=51087624]").text(description); $(".js-view-count-work_51087624").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_51087624").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="51087624"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="47" href="https://www.academia.edu/Documents/in/Finance">Finance</a>, <script data-card-contents-for-ri="47" type="text/json">{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="724" href="https://www.academia.edu/Documents/in/Economics">Economics</a><script data-card-contents-for-ri="724" type="text/json">{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=51087624]'), work: {"id":51087624,"title":"The Rise and Fall of WeWork","created_at":"2021-08-29T20:26:11.434-07:00","url":"https://www.academia.edu/51087624/The_Rise_and_Fall_of_WeWork?f_ri=27","dom_id":"work_51087624","summary":"This case examines the rise and fall of WeWork—a company that experienced one of the most dramatic changes of fortune in technology company history. For several years, WeWork was a Silicon Valley darling, growing at breakneck speed with visionary Adam Neumann at the helm. By some estimates, Neumann’s company was worth USD 47 billion in January of 2019. But when the company filed paperwork in preparation for going public later that year, investors balked at the details revealed in the documents: billions of dollars in losses and lots of questionable behavior on the part of Neumann (including numerous conflicts of interest involving his personal business dealings). The initial public offering was postponed and later withdrawn; Neumann was forced to step down as CEO; and by May of 2020 the company’s valuation had dropped to USD 3 billion. Exploring this recent history will provide an opportunity to ask what lessons can be drawn from the rise and fall of WeWork, and from the economic and social context that enabled its growth.","downloadable_attachments":[{"id":68971019,"asset_id":51087624,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":530932,"first_name":"Garrett","last_name":"Pendergraft","domain_name":"pepperdine","page_name":"gpendergraft","display_name":"Garrett Pendergraft","profile_url":"https://pepperdine.academia.edu/gpendergraft?f_ri=27","photo":"https://0.academia-photos.com/530932/188834/32495536/s65_garrett.pendergraft.jpeg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=27","nofollow":false},{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=27","nofollow":false},{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=27","nofollow":false},{"id":743,"name":"Real Estate Economics","url":"https://www.academia.edu/Documents/in/Real_Estate_Economics?f_ri=27"},{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=27"},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=27"},{"id":6630,"name":"Business Economics","url":"https://www.academia.edu/Documents/in/Business_Economics?f_ri=27"},{"id":7292,"name":"Corporate Finance","url":"https://www.academia.edu/Documents/in/Corporate_Finance?f_ri=27"},{"id":15843,"name":"Venture Capital","url":"https://www.academia.edu/Documents/in/Venture_Capital?f_ri=27"},{"id":46271,"name":"Strategy","url":"https://www.academia.edu/Documents/in/Strategy?f_ri=27"},{"id":74881,"name":"Startups","url":"https://www.academia.edu/Documents/in/Startups?f_ri=27"},{"id":102503,"name":"Business Strategy","url":"https://www.academia.edu/Documents/in/Business_Strategy?f_ri=27"},{"id":147142,"name":"Business \u0026 Ethics","url":"https://www.academia.edu/Documents/in/Business_and_Ethics?f_ri=27"},{"id":542412,"name":"Commercial Real Estate","url":"https://www.academia.edu/Documents/in/Commercial_Real_Estate?f_ri=27"},{"id":650129,"name":"Sharing Economy","url":"https://www.academia.edu/Documents/in/Sharing_Economy?f_ri=27"},{"id":725237,"name":"Marketing and Strategy","url":"https://www.academia.edu/Documents/in/Marketing_and_Strategy?f_ri=27"},{"id":881069,"name":"Business \u0026 Finance","url":"https://www.academia.edu/Documents/in/Business_and_Finance-1?f_ri=27"},{"id":1239972,"name":"Banking and Finance","url":"https://www.academia.edu/Documents/in/Banking_and_Finance-5?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_39588501" data-work_id="39588501" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/39588501/ARTICLE_Achieving_Alignment_How_to_Develop_Research_Alignment_In_A_Dissertation_Study">ARTICLE: Achieving Alignment: How to Develop Research Alignment In A Dissertation Study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Research alignment is a relatively new concept with dissertations and research projects. Most researchers and dissertation chairs are not familiar with it. To achieve research alignment is very important and must be taught to novice and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_39588501" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Research alignment is a relatively new concept with dissertations and research projects. Most researchers and dissertation chairs are not familiar with it. To achieve research alignment is very important and must be taught to novice and experienced researchers. The purpose of this article to discuss and illustrate how to achieve research alignment in studies. This article will provide a model and template for developing research alignment in a study. As basis for a research study, it is important the researcher and doctoral student understand the concept of alignment and know how to achieve it. First, this article discusses the definition of alignment. Second, it provides two models for developing alignment. Last, the article provides examples of research alignment with studies to illustrate it.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/39588501" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="fc80016ce34f5147b9d5033bbb8c9e52" rel="nofollow" data-download="{"attachment_id":61171547,"asset_id":39588501,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/61171547/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="73020739" href="https://independent.academia.edu/DAnthonyMiles">D. Anthony Miles</a><script data-card-contents-for-user="73020739" type="text/json">{"id":73020739,"first_name":"D. Anthony","last_name":"Miles","domain_name":"independent","page_name":"DAnthonyMiles","display_name":"D. Anthony Miles","profile_url":"https://independent.academia.edu/DAnthonyMiles?f_ri=27","photo":"https://0.academia-photos.com/73020739/18664214/18623909/s65_d._anthony.miles.jpg"}</script></span></span></li><li class="js-paper-rank-work_39588501 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="39588501"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 39588501, container: ".js-paper-rank-work_39588501", }); });</script></li><li class="js-percentile-work_39588501 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 39588501; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_39588501"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_39588501 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="39588501"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 39588501; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=39588501]").text(description); $(".js-view-count-work_39588501").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_39588501").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="39588501"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4060" href="https://www.academia.edu/Documents/in/Applied_Statistics">Applied Statistics</a>, <script data-card-contents-for-ri="4060" type="text/json">{"id":4060,"name":"Applied Statistics","url":"https://www.academia.edu/Documents/in/Applied_Statistics?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9246" href="https://www.academia.edu/Documents/in/Social_Media">Social Media</a><script data-card-contents-for-ri="9246" type="text/json">{"id":9246,"name":"Social Media","url":"https://www.academia.edu/Documents/in/Social_Media?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=39588501]'), work: {"id":39588501,"title":"ARTICLE: Achieving Alignment: How to Develop Research Alignment In A Dissertation Study","created_at":"2019-06-15T08:12:24.237-07:00","url":"https://www.academia.edu/39588501/ARTICLE_Achieving_Alignment_How_to_Develop_Research_Alignment_In_A_Dissertation_Study?f_ri=27","dom_id":"work_39588501","summary":"Research alignment is a relatively new concept with dissertations and research projects. Most researchers and dissertation chairs are not familiar with it. To achieve research alignment is very important and must be taught to novice and experienced researchers. The purpose of this article to discuss and illustrate how to achieve research alignment in studies. This article will provide a model and template for developing research alignment in a study. As basis for a research study, it is important the researcher and doctoral student understand the concept of alignment and know how to achieve it. First, this article discusses the definition of alignment. Second, it provides two models for developing alignment. Last, the article provides examples of research alignment with studies to illustrate it.","downloadable_attachments":[{"id":61171547,"asset_id":39588501,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":73020739,"first_name":"D. Anthony","last_name":"Miles","domain_name":"independent","page_name":"DAnthonyMiles","display_name":"D. Anthony Miles","profile_url":"https://independent.academia.edu/DAnthonyMiles?f_ri=27","photo":"https://0.academia-photos.com/73020739/18664214/18623909/s65_d._anthony.miles.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false},{"id":4060,"name":"Applied Statistics","url":"https://www.academia.edu/Documents/in/Applied_Statistics?f_ri=27","nofollow":false},{"id":9246,"name":"Social Media","url":"https://www.academia.edu/Documents/in/Social_Media?f_ri=27","nofollow":false},{"id":10679,"name":"International Marketing","url":"https://www.academia.edu/Documents/in/International_Marketing?f_ri=27"},{"id":13258,"name":"Marketing Research","url":"https://www.academia.edu/Documents/in/Marketing_Research?f_ri=27"},{"id":489888,"name":"Start-ups and Scalability in Entrepreneurial ventures","url":"https://www.academia.edu/Documents/in/Start-ups_and_Scalability_in_Entrepreneurial_ventures?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_10163027" data-work_id="10163027" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/10163027/Internationalization_of_the_firm_stage_approach_vs_global_approach">Internationalization of the firm: stage approach vs. global approach</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Globalization and virtual economy are external factors that drive companies to approach the global market from start up, giving birth to new studies on internationalization strategy, which represent an evolution of the classical stage... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_10163027" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Globalization and virtual economy are external factors that drive companies to approach the global market from start up, giving birth to new studies on internationalization strategy, which represent an evolution of the classical stage models. According to the stage approach, companies start selling products in their home markets and then they sequentially look at new countries. Many firms do not follow incremental stage approach but is often reported that they start their international activities from their birth: they enter different country at once, approaching new markets for both exporting and sourcing. Debate in literature is still trying to define if the born global perspective is a new concept or a new label to indicate an old phenomenon. The study will go through a review and an analysis of the literature on market entry and sourcing strategy. The purpose of this paper is therefore to identify and categorize factors that drive companies’ choice towards the global approach instead of the stage approach.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/10163027" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9710ef5d1693fb22bbecc84fcf1dff98" rel="nofollow" data-download="{"attachment_id":36268139,"asset_id":10163027,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36268139/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="24615386" href="https://univr.academia.edu/FabioCassia">Fabio Cassia</a><script data-card-contents-for-user="24615386" type="text/json">{"id":24615386,"first_name":"Fabio","last_name":"Cassia","domain_name":"univr","page_name":"FabioCassia","display_name":"Fabio Cassia","profile_url":"https://univr.academia.edu/FabioCassia?f_ri=27","photo":"https://0.academia-photos.com/24615386/6657916/112541905/s65_fabio.cassia.jpg"}</script></span></span></li><li class="js-paper-rank-work_10163027 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="10163027"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 10163027, container: ".js-paper-rank-work_10163027", }); 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$(".js-view-count[data-work-id=10163027]").text(description); $(".js-view-count-work_10163027").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_10163027").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="10163027"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="38" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a><script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=10163027]'), work: {"id":10163027,"title":"Internationalization of the firm: stage approach vs. global approach","created_at":"2015-01-14T08:30:05.093-08:00","url":"https://www.academia.edu/10163027/Internationalization_of_the_firm_stage_approach_vs_global_approach?f_ri=27","dom_id":"work_10163027","summary":"Globalization and virtual economy are external factors that drive companies to approach the global market from start up, giving birth to new studies on internationalization strategy, which represent an evolution of the classical stage models. According to the stage approach, companies start selling products in their home markets and then they sequentially look at new countries. Many firms do not follow incremental stage approach but is often reported that they start their international activities from their birth: they enter different country at once, approaching new markets for both exporting and sourcing. Debate in literature is still trying to define if the born global perspective is a new concept or a new label to indicate an old phenomenon. The study will go through a review and an analysis of the literature on market entry and sourcing strategy. The purpose of this paper is therefore to identify and categorize factors that drive companies’ choice towards the global approach instead of the stage approach.","downloadable_attachments":[{"id":36268139,"asset_id":10163027,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":24615386,"first_name":"Fabio","last_name":"Cassia","domain_name":"univr","page_name":"FabioCassia","display_name":"Fabio Cassia","profile_url":"https://univr.academia.edu/FabioCassia?f_ri=27","photo":"https://0.academia-photos.com/24615386/6657916/112541905/s65_fabio.cassia.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=27","nofollow":false},{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=27","nofollow":false},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false},{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=27"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=27"},{"id":9659,"name":"Internationalization","url":"https://www.academia.edu/Documents/in/Internationalization?f_ri=27"},{"id":10644,"name":"Entrepreneurial Opportunities","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Opportunities?f_ri=27"},{"id":74398,"name":"International Entrepreneurship","url":"https://www.academia.edu/Documents/in/International_Entrepreneurship?f_ri=27"},{"id":77450,"name":"internationalization of SMEs","url":"https://www.academia.edu/Documents/in/internationalization_of_SMEs?f_ri=27"},{"id":128227,"name":"Global Marketing","url":"https://www.academia.edu/Documents/in/Global_Marketing?f_ri=27"},{"id":189809,"name":"Internationalization theories","url":"https://www.academia.edu/Documents/in/Internationalization_theories?f_ri=27"},{"id":196732,"name":"Internationalization strategy","url":"https://www.academia.edu/Documents/in/Internationalization_strategy?f_ri=27"},{"id":230573,"name":"Foreign Market Entry","url":"https://www.academia.edu/Documents/in/Foreign_Market_Entry?f_ri=27"},{"id":230856,"name":"internationalization of MNEs","url":"https://www.academia.edu/Documents/in/internationalization_of_MNEs?f_ri=27"},{"id":287450,"name":"Born Global","url":"https://www.academia.edu/Documents/in/Born_Global?f_ri=27"},{"id":983025,"name":"Entrepreneurhsip","url":"https://www.academia.edu/Documents/in/Entrepreneurhsip?f_ri=27"},{"id":993784,"name":"Micro and Small Business Entrepreneurship","url":"https://www.academia.edu/Documents/in/Micro_and_Small_Business_Entrepreneurship?f_ri=27"},{"id":1403590,"name":"Uppsala Model","url":"https://www.academia.edu/Documents/in/Uppsala_Model?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8916683" data-work_id="8916683" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8916683/Oltre_il_lavoro_di_cura_Migranti_romene_e_imprenditoria_in_Trentino">Oltre il lavoro di cura. Migranti romene e imprenditoria in Trentino</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8916683" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f39e5e61f1856a4caa9df9e72dcfdc9b" rel="nofollow" data-download="{"attachment_id":35242574,"asset_id":8916683,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35242574/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8634270" href="https://cnrs.academia.edu/MelissaBlanchard">Melissa Blanchard</a><script data-card-contents-for-user="8634270" type="text/json">{"id":8634270,"first_name":"Melissa","last_name":"Blanchard","domain_name":"cnrs","page_name":"MelissaBlanchard","display_name":"Melissa Blanchard","profile_url":"https://cnrs.academia.edu/MelissaBlanchard?f_ri=27","photo":"https://0.academia-photos.com/8634270/2875909/110677034/s65_melissa.blanchard.jpg"}</script></span></span></li><li class="js-paper-rank-work_8916683 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8916683"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8916683, container: ".js-paper-rank-work_8916683", }); 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This result is unexpected given previous research which suggests that immigrants from countries with high levels of self-employment tend to be more involved in self-employment in the U.S. Developing countries on average have higher self-employment rates than do developed countries but our research shows that immigrants from developing countries have similar or lower self-employment probabilities relative to native born White Americans, whereas immigrant from developed countries have significantly higher self-employment probabilities relative to native born White Americans. We provide two potential explanations for this result. First, immigrants from developed countries ma...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/67642498" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7f8440e1dab3874ff13ffc893e8a599e" rel="nofollow" data-download="{"attachment_id":78386346,"asset_id":67642498,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78386346/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4733268" href="https://agnesscott.academia.edu/RuthUwaifoOyelere">Ruth Uwaifo Oyelere</a><script data-card-contents-for-user="4733268" type="text/json">{"id":4733268,"first_name":"Ruth","last_name":"Uwaifo Oyelere","domain_name":"agnesscott","page_name":"RuthUwaifoOyelere","display_name":"Ruth Uwaifo Oyelere","profile_url":"https://agnesscott.academia.edu/RuthUwaifoOyelere?f_ri=27","photo":"https://0.academia-photos.com/4733268/2003833/2364363/s65_ruth.uwaifo.jpg"}</script></span></span></li><li class="js-paper-rank-work_67642498 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="67642498"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 67642498, container: ".js-paper-rank-work_67642498", }); 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$(".js-view-count[data-work-id=67642498]").text(description); $(".js-view-count-work_67642498").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_67642498").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="67642498"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="70854" href="https://www.academia.edu/Documents/in/Developing_Country">Developing Country</a>, <script data-card-contents-for-ri="70854" type="text/json">{"id":70854,"name":"Developing Country","url":"https://www.academia.edu/Documents/in/Developing_Country?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="94662" href="https://www.academia.edu/Documents/in/Country_of_Origin">Country of Origin</a>, <script data-card-contents-for-ri="94662" type="text/json">{"id":94662,"name":"Country of Origin","url":"https://www.academia.edu/Documents/in/Country_of_Origin?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="132270" href="https://www.academia.edu/Documents/in/Developing_World">Developing World</a><script data-card-contents-for-ri="132270" type="text/json">{"id":132270,"name":"Developing World","url":"https://www.academia.edu/Documents/in/Developing_World?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=67642498]'), work: {"id":67642498,"title":"Coming to America: Does Immigrant's Home Country Economic Status Impact the Probability of Self-Employment in the U.S.?","created_at":"2022-01-08T14:41:28.572-08:00","url":"https://www.academia.edu/67642498/Coming_to_America_Does_Immigrants_Home_Country_Economic_Status_Impact_the_Probability_of_Self_Employment_in_the_U_S_?f_ri=27","dom_id":"work_67642498","summary":"This paper examines the impact of home country economic status on immigrant self-employment probability in the U.S. We estimate a probability model and find that, consistent across race, immigrants from developed countries are more likely to be self-employed in the U.S than are immigrants from developing countries. This result is unexpected given previous research which suggests that immigrants from countries with high levels of self-employment tend to be more involved in self-employment in the U.S. Developing countries on average have higher self-employment rates than do developed countries but our research shows that immigrants from developing countries have similar or lower self-employment probabilities relative to native born White Americans, whereas immigrant from developed countries have significantly higher self-employment probabilities relative to native born White Americans. We provide two potential explanations for this result. First, immigrants from developed countries ma...","downloadable_attachments":[{"id":78386346,"asset_id":67642498,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4733268,"first_name":"Ruth","last_name":"Uwaifo Oyelere","domain_name":"agnesscott","page_name":"RuthUwaifoOyelere","display_name":"Ruth Uwaifo Oyelere","profile_url":"https://agnesscott.academia.edu/RuthUwaifoOyelere?f_ri=27","photo":"https://0.academia-photos.com/4733268/2003833/2364363/s65_ruth.uwaifo.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":70854,"name":"Developing Country","url":"https://www.academia.edu/Documents/in/Developing_Country?f_ri=27","nofollow":false},{"id":94662,"name":"Country of Origin","url":"https://www.academia.edu/Documents/in/Country_of_Origin?f_ri=27","nofollow":false},{"id":132270,"name":"Developing World","url":"https://www.academia.edu/Documents/in/Developing_World?f_ri=27","nofollow":false},{"id":203515,"name":"Immigrant","url":"https://www.academia.edu/Documents/in/Immigrant?f_ri=27"},{"id":344651,"name":"Institutional Arrangement","url":"https://www.academia.edu/Documents/in/Institutional_Arrangement?f_ri=27"},{"id":1820028,"name":"Probability Model","url":"https://www.academia.edu/Documents/in/Probability_Model?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_12229455" data-work_id="12229455" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/12229455/Andrew_Mason_and_Groupon_Inc">Andrew Mason & Groupon, Inc. </a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This case takes place in late 2012 and examines Andrew Mason, the co-founder of Groupon, Inc. and his journey to build his company. Mason was just reelected by the Board of Directors to remain as CEO of the company despite the stock... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_12229455" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This case takes place in late 2012 and examines Andrew Mason, the co-founder of Groupon, Inc. and his journey to build his company.  Mason was just reelected by the Board of Directors to remain as CEO of the company despite the stock price being down approximately 80% from its IPO in 2011.  Groupon was once the fastest growing company ever.  Now, Mason he had to figure out how to turn the company around.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/12229455" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d9280be0c0559edb35a825454bec080c" rel="nofollow" data-download="{"attachment_id":48480146,"asset_id":12229455,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48480146/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="30621627" href="https://gonzaga.academia.edu/TODDFINKLE">TODD A FINKLE</a><script data-card-contents-for-user="30621627" type="text/json">{"id":30621627,"first_name":"TODD","last_name":"FINKLE","domain_name":"gonzaga","page_name":"TODDFINKLE","display_name":"TODD A FINKLE","profile_url":"https://gonzaga.academia.edu/TODDFINKLE?f_ri=27","photo":"https://0.academia-photos.com/30621627/8910281/114597676/s65_todd.finkle.jpg"}</script></span></span></li><li class="js-paper-rank-work_12229455 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="12229455"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 12229455, container: ".js-paper-rank-work_12229455", }); });</script></li><li class="js-percentile-work_12229455 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 12229455; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_12229455"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_12229455 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="12229455"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 12229455; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=12229455]").text(description); $(".js-view-count-work_12229455").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_12229455").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="12229455"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="169908" href="https://www.academia.edu/Documents/in/Entrepreneur">Entrepreneur</a>, <script data-card-contents-for-ri="169908" type="text/json">{"id":169908,"name":"Entrepreneur","url":"https://www.academia.edu/Documents/in/Entrepreneur?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="176947" href="https://www.academia.edu/Documents/in/Groupon">Groupon</a>, <script data-card-contents-for-ri="176947" type="text/json">{"id":176947,"name":"Groupon","url":"https://www.academia.edu/Documents/in/Groupon?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="212638" href="https://www.academia.edu/Documents/in/IPO_Initial_Public_Offering">IPO Initial Public Offering</a><script data-card-contents-for-ri="212638" type="text/json">{"id":212638,"name":"IPO Initial Public Offering","url":"https://www.academia.edu/Documents/in/IPO_Initial_Public_Offering?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=12229455]'), work: {"id":12229455,"title":"Andrew Mason \u0026 Groupon, Inc. ","created_at":"2015-05-04T10:24:18.830-07:00","url":"https://www.academia.edu/12229455/Andrew_Mason_and_Groupon_Inc?f_ri=27","dom_id":"work_12229455","summary":"This case takes place in late 2012 and examines Andrew Mason, the co-founder of Groupon, Inc. and his journey to build his company. Mason was just reelected by the Board of Directors to remain as CEO of the company despite the stock price being down approximately 80% from its IPO in 2011. Groupon was once the fastest growing company ever. Now, Mason he had to figure out how to turn the company around. ","downloadable_attachments":[{"id":48480146,"asset_id":12229455,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":30621627,"first_name":"TODD","last_name":"FINKLE","domain_name":"gonzaga","page_name":"TODDFINKLE","display_name":"TODD A FINKLE","profile_url":"https://gonzaga.academia.edu/TODDFINKLE?f_ri=27","photo":"https://0.academia-photos.com/30621627/8910281/114597676/s65_todd.finkle.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":169908,"name":"Entrepreneur","url":"https://www.academia.edu/Documents/in/Entrepreneur?f_ri=27","nofollow":false},{"id":176947,"name":"Groupon","url":"https://www.academia.edu/Documents/in/Groupon?f_ri=27","nofollow":false},{"id":212638,"name":"IPO Initial Public Offering","url":"https://www.academia.edu/Documents/in/IPO_Initial_Public_Offering?f_ri=27","nofollow":false},{"id":403288,"name":"Entrepreneurial Growth Process","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Growth_Process?f_ri=27"},{"id":489888,"name":"Start-ups and Scalability in Entrepreneurial ventures","url":"https://www.academia.edu/Documents/in/Start-ups_and_Scalability_in_Entrepreneurial_ventures?f_ri=27"},{"id":1922362,"name":"Andrew Mason","url":"https://www.academia.edu/Documents/in/Andrew_Mason?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_69706784 coauthored" data-work_id="69706784" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/69706784/DETERMINANTS_OF_ACADEMIC_ENTREPRENEURSHIP_A_STRATEGIC_ENTREPRENEURSHIP_MODEL">DETERMINANTS OF ACADEMIC ENTREPRENEURSHIP: A STRATEGIC ENTREPRENEURSHIP MODEL</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Traditionally, universities are regarded as carrying two missions-teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a 'third mission'-that of "contributing to the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_69706784" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Traditionally, universities are regarded as carrying two missions-teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a 'third mission'-that of "contributing to the industry, the economy, the local region or the society. Universities have adopted academic entrepreneurship as the strategy to grow and influence the economy and society. Despite tremendous endeavours to grasp the third mission, universities still present extraordinary heterogeneity in their association and participation in academic entrepreneurship. This study aims to study academic entrepreneurship through the lens of strategic entrepreneurship while exploring the accountable factors of entrepreneurship orientation, entrepreneurship leadership, strategic management, and organizational culture. This study promises that entrepreneurial orientation, entrepreneurship leadership, strategic management and organizational culture are imperative for the optimization of academic entrepreneurship. It is proposed that the right combination and availability of these variables will enable universities to bring forth a synergy to accelerate academic entrepreneurship. The implications and limitations of the study are presented.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/69706784" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0065f6e028a32cc02b4f6c78372e3924" rel="nofollow" data-download="{"attachment_id":79699234,"asset_id":69706784,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79699234/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="190051668" href="https://minotstateu.academia.edu/MSaeed">M. Saeed</a><script data-card-contents-for-user="190051668" type="text/json">{"id":190051668,"first_name":"M.","last_name":"Saeed","domain_name":"minotstateu","page_name":"MSaeed","display_name":"M. Saeed","profile_url":"https://minotstateu.academia.edu/MSaeed?f_ri=27","photo":"https://0.academia-photos.com/190051668/53237545/68970611/s65_prof._emeritus_dr._mohammad.saeed.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-69706784">+1</span><div class="hidden js-additional-users-69706784"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/JishengL">Li Jisheng</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-69706784'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-69706784').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_69706784 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="69706784"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 69706784, container: ".js-paper-rank-work_69706784", }); });</script></li><li class="js-percentile-work_69706784 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 69706784; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_69706784"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_69706784 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="69706784"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 69706784; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=69706784]").text(description); $(".js-view-count-work_69706784").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_69706784").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="69706784"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="15247" href="https://www.academia.edu/Documents/in/Academic_entrepreneurship">Academic entrepreneurship</a>, <script data-card-contents-for-ri="15247" type="text/json">{"id":15247,"name":"Academic entrepreneurship","url":"https://www.academia.edu/Documents/in/Academic_entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="111200" href="https://www.academia.edu/Documents/in/Strategic_Entrepreneurship">Strategic Entrepreneurship</a><script data-card-contents-for-ri="111200" type="text/json">{"id":111200,"name":"Strategic Entrepreneurship","url":"https://www.academia.edu/Documents/in/Strategic_Entrepreneurship?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=69706784]'), work: {"id":69706784,"title":"DETERMINANTS OF ACADEMIC ENTREPRENEURSHIP: A STRATEGIC ENTREPRENEURSHIP MODEL","created_at":"2022-01-27T19:42:06.623-08:00","url":"https://www.academia.edu/69706784/DETERMINANTS_OF_ACADEMIC_ENTREPRENEURSHIP_A_STRATEGIC_ENTREPRENEURSHIP_MODEL?f_ri=27","dom_id":"work_69706784","summary":"Traditionally, universities are regarded as carrying two missions-teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a 'third mission'-that of \"contributing to the industry, the economy, the local region or the society. Universities have adopted academic entrepreneurship as the strategy to grow and influence the economy and society. Despite tremendous endeavours to grasp the third mission, universities still present extraordinary heterogeneity in their association and participation in academic entrepreneurship. This study aims to study academic entrepreneurship through the lens of strategic entrepreneurship while exploring the accountable factors of entrepreneurship orientation, entrepreneurship leadership, strategic management, and organizational culture. This study promises that entrepreneurial orientation, entrepreneurship leadership, strategic management and organizational culture are imperative for the optimization of academic entrepreneurship. It is proposed that the right combination and availability of these variables will enable universities to bring forth a synergy to accelerate academic entrepreneurship. The implications and limitations of the study are presented.","downloadable_attachments":[{"id":79699234,"asset_id":69706784,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":190051668,"first_name":"M.","last_name":"Saeed","domain_name":"minotstateu","page_name":"MSaeed","display_name":"M. Saeed","profile_url":"https://minotstateu.academia.edu/MSaeed?f_ri=27","photo":"https://0.academia-photos.com/190051668/53237545/68970611/s65_prof._emeritus_dr._mohammad.saeed.jpg"},{"id":230063387,"first_name":"Li","last_name":"Jisheng","domain_name":"independent","page_name":"JishengL","display_name":"Li Jisheng","profile_url":"https://independent.academia.edu/JishengL?f_ri=27","photo":"https://0.academia-photos.com/230063387/159479933/149144004/s65_li.jisheng.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=27","nofollow":false},{"id":15247,"name":"Academic entrepreneurship","url":"https://www.academia.edu/Documents/in/Academic_entrepreneurship?f_ri=27","nofollow":false},{"id":111200,"name":"Strategic Entrepreneurship","url":"https://www.academia.edu/Documents/in/Strategic_Entrepreneurship?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_8111846" data-work_id="8111846" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/8111846/A_Network_based_Approach_for_the_Understanding_of_International_New_Ventures_Market_Selection">A Network based Approach for the Understanding of International New Ventures Market Selection </a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">A Network based Approach for the Understanding of International New Ventures Market Selection</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8111846" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ef6a7dffc07c0b5edd1193b352d84406" rel="nofollow" data-download="{"attachment_id":35402821,"asset_id":8111846,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35402821/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="555121" href="https://up-pt.academia.edu/raquelmeneses">Raquel Meneses</a><script data-card-contents-for-user="555121" type="text/json">{"id":555121,"first_name":"Raquel","last_name":"Meneses","domain_name":"up-pt","page_name":"raquelmeneses","display_name":"Raquel Meneses","profile_url":"https://up-pt.academia.edu/raquelmeneses?f_ri=27","photo":"https://0.academia-photos.com/555121/4253411/4948097/s65_raquel.meneses.png"}</script></span></span></li><li class="js-paper-rank-work_8111846 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8111846"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8111846, container: ".js-paper-rank-work_8111846", }); 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$(".js-view-count[data-work-id=8111846]").text(description); $(".js-view-count-work_8111846").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_8111846").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="8111846"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2074" href="https://www.academia.edu/Documents/in/International_Business">International Business</a>, <script data-card-contents-for-ri="2074" type="text/json">{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="74398" href="https://www.academia.edu/Documents/in/International_Entrepreneurship">International Entrepreneurship</a>, <script data-card-contents-for-ri="74398" type="text/json">{"id":74398,"name":"International Entrepreneurship","url":"https://www.academia.edu/Documents/in/International_Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="287450" href="https://www.academia.edu/Documents/in/Born_Global">Born Global</a><script data-card-contents-for-ri="287450" type="text/json">{"id":287450,"name":"Born Global","url":"https://www.academia.edu/Documents/in/Born_Global?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=8111846]'), work: {"id":8111846,"title":"A Network based Approach for the Understanding of International New Ventures Market Selection ","created_at":"2014-08-28T00:17:18.545-07:00","url":"https://www.academia.edu/8111846/A_Network_based_Approach_for_the_Understanding_of_International_New_Ventures_Market_Selection?f_ri=27","dom_id":"work_8111846","summary":"A Network based Approach for the Understanding of International New Ventures Market Selection \n","downloadable_attachments":[{"id":35402821,"asset_id":8111846,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":555121,"first_name":"Raquel","last_name":"Meneses","domain_name":"up-pt","page_name":"raquelmeneses","display_name":"Raquel Meneses","profile_url":"https://up-pt.academia.edu/raquelmeneses?f_ri=27","photo":"https://0.academia-photos.com/555121/4253411/4948097/s65_raquel.meneses.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=27","nofollow":false},{"id":74398,"name":"International Entrepreneurship","url":"https://www.academia.edu/Documents/in/International_Entrepreneurship?f_ri=27","nofollow":false},{"id":287450,"name":"Born Global","url":"https://www.academia.edu/Documents/in/Born_Global?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_2391329" data-work_id="2391329" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/2391329/The_Strategy_Book">The Strategy Book</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_2391329" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2391329" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f0c741ca001cff97af4c06ee5701e4c7" rel="nofollow" data-download="{"attachment_id":30424599,"asset_id":2391329,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30424599/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3095111" href="https://warwick.academia.edu/MaxMckeown">Max Mckeown</a><script data-card-contents-for-user="3095111" type="text/json">{"id":3095111,"first_name":"Max","last_name":"Mckeown","domain_name":"warwick","page_name":"MaxMckeown","display_name":"Max Mckeown","profile_url":"https://warwick.academia.edu/MaxMckeown?f_ri=27","photo":"https://0.academia-photos.com/3095111/1016281/1270599/s65_max.mckeown.jpg"}</script></span></span></li><li class="js-paper-rank-work_2391329 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="2391329"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 2391329, container: ".js-paper-rank-work_2391329", }); 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Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. 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href="https://www.academia.edu/2156991/The_Opportunity_Recognition_Process_of_Serial_Social_Entrepreneurs">The Opportunity Recognition Process of Serial Social Entrepreneurs</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/2156991" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e7ef2912249c61046c8ed50c33f8b3c6" rel="nofollow" data-download="{"attachment_id":30211901,"asset_id":2156991,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen 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class="InlineList-item-text" data-has-card-for-ri="3386" href="https://www.academia.edu/Documents/in/Design_for_Social_Innovation">Design for Social Innovation</a>, <script data-card-contents-for-ri="3386" type="text/json">{"id":3386,"name":"Design for Social Innovation","url":"https://www.academia.edu/Documents/in/Design_for_Social_Innovation?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="10644" href="https://www.academia.edu/Documents/in/Entrepreneurial_Opportunities">Entrepreneurial Opportunities</a><script data-card-contents-for-ri="10644" type="text/json">{"id":10644,"name":"Entrepreneurial Opportunities","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Opportunities?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=2156991]'), work: {"id":2156991,"title":"The Opportunity Recognition Process of Serial Social 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class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_67657542" data-work_id="67657542" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/67657542/Customer_Engagement_with_Social_Media_Bank_Pages_with_Reference_to_Facebook">Customer Engagement with Social Media Bank Pages with Reference to Facebook</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Indian banking sector is going through a massive transformation day by day with the advancement of Information and communication Technology and impact of digitization in the banking industry. After the core banking system, banks have... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_67657542" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Indian banking sector is going through a massive transformation day by day with the advancement of Information and communication Technology and impact of digitization in the banking industry. After the core banking system, banks have moved further to reap the benefits of internet and mobile banking. In order to engage more customers anywhere and anytime without visiting the brick and mortar branches, the banks have now introduced the social media banking. Most of the people are already active in different social media platforms, so banks have grabbed that opportunity to reach people easily and provide services through social media. This paper has made an attempt to analyze the engagement of social media customers in different banks including public and private sector with reference to facebook bank page. The results show that most of the banks have presence on popular social media platforms. With respect to the engagement of customer to all facebook posts during the study period, pu...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/67657542" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="93a6068221ab3e7c455f36b431d40a75" rel="nofollow" data-download="{"attachment_id":78396902,"asset_id":67657542,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78396902/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="28789558" href="https://independent.academia.edu/ilankadhir">ILANKADHIR .M</a><script data-card-contents-for-user="28789558" type="text/json">{"id":28789558,"first_name":"ILANKADHIR","last_name":".M","domain_name":"independent","page_name":"ilankadhir","display_name":"ILANKADHIR .M","profile_url":"https://independent.academia.edu/ilankadhir?f_ri=27","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_67657542 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="67657542"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 67657542, container: ".js-paper-rank-work_67657542", }); 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With respect to the engagement of customer to all facebook posts during the study period, pu...","downloadable_attachments":[{"id":78396902,"asset_id":67657542,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":28789558,"first_name":"ILANKADHIR","last_name":".M","domain_name":"independent","page_name":"ilankadhir","display_name":"ILANKADHIR .M","profile_url":"https://independent.academia.edu/ilankadhir?f_ri=27","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":296947,"name":"Special Issue","url":"https://www.academia.edu/Documents/in/Special_Issue?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_29854007" data-work_id="29854007" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/29854007/Giri%C5%9Fimcili%C4%9Fin_Yeni_Y%C3%BCz%C3%BC_Teknogiri%C5%9Fim_Ve_Kamusal_Destekler">Girişimciliğin Yeni Yüzü: Teknogirişim Ve Kamusal Destekler</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/29854007" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="50ca00388bcf379159495ee83315bbd5" rel="nofollow" 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type="text/json">{"id":4770,"name":"Taxation","url":"https://www.academia.edu/Documents/in/Taxation?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=29854007]'), work: {"id":29854007,"title":"Girişimciliğin Yeni Yüzü: Teknogirişim Ve Kamusal Destekler","created_at":"2016-11-15T08:36:53.961-08:00","url":"https://www.academia.edu/29854007/Giri%C5%9Fimcili%C4%9Fin_Yeni_Y%C3%BCz%C3%BC_Teknogiri%C5%9Fim_Ve_Kamusal_Destekler?f_ri=27","dom_id":"work_29854007","summary":null,"downloadable_attachments":[{"id":50326955,"asset_id":29854007,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":837307,"first_name":"pelin","last_name":"mastar özcan","domain_name":"bayar","page_name":"pelinmastarözcan","display_name":"pelin mastar 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href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="39" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="1452" href="https://www.academia.edu/Documents/in/Corporate_Social_Responsibility">Corporate Social Responsibility</a>, <script data-card-contents-for-ri="1452" type="text/json">{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=27","nofollow":false}</script><a 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Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=27"},{"id":74881,"name":"Startups","url":"https://www.academia.edu/Documents/in/Startups?f_ri=27"},{"id":489888,"name":"Start-ups and Scalability in Entrepreneurial ventures","url":"https://www.academia.edu/Documents/in/Start-ups_and_Scalability_in_Entrepreneurial_ventures?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_19010175" data-work_id="19010175" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19010175/ANORMAL_PS%C4%B0KOLOJ%C4%B0S%C4%B0_PS%C4%B0KOPATOLOJ%C4%B0_Abnormal_Psychology">ANORMAL PSİKOLOJİSİ/PSİKOPATOLOJİ - Abnormal Psychology</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Anormal Psikoloji kitabı, ruhsal bozukluklar alanında çalışan tüm profesyoneller, psikiyatristler, klinik psikologlar, psikologlar, psikolojik danışmanlar, hekimler, sosyal hizmet uzmanları, psikiyatri hemşireleri ve bu alanlarda öğrenci... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_19010175" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Anormal Psikoloji kitabı, ruhsal bozukluklar alanında çalışan tüm profesyoneller, psikiyatristler, klinik psikologlar, psikologlar, psikolojik danışmanlar, hekimler, sosyal hizmet uzmanları, psikiyatri hemşireleri ve bu alanlarda öğrenci yetiştiren akademisyenler ile eğitim alan öğrenciler için temel bir başvuru kitabıdır. <br />2013 yılının Mayısı ayında yayımlanan DSM-5 ölçütlerine göre ruhsal bozukluklarla ilgili sunulan bilgilerin güncellemesinin de yapıldığı bu kitap, tüm dünyada pek çok üniversitenin psikiyatri ve psikoloji bölümlerinde ders kitabı olarak okutulmaktadır. <br />Kitabın her bölümünde, ilk olarak ruhsal bozukluklarla ilgili vakalar sunulmakta, daha sonra bozuklukların klinik tanıları yapılmakta ve DSM-IV-TR’den farklı olan DSM-5’te yapılan değişikliklere yer verilmektedir. Ayrıca, DSM-5’teki tanı ölçütleri, bozuklukların etiyolojisi ve epidemiyolojisi, bozukluklar üzerinde kalıtımın ve çevrenin etkileri, biyolojik ve sosyal ve kültürel etkiler, en güncel araştırmalardan elde edilen verilerle harmanlanarak sunulmaktadır. Ruhsal bozuklukların tedavisinde etkili olacak terapi yaklaşımları ve ilaçla yapılan tedaviler hakkında da bilgiler veren kitap, sahip olduğu zengin içeriği ile eşsiz bir kaynaktır.<br />Anormal Psikoloji kitabının; profesyoneller ve öğrenciler için önemli bir rehber olacağına, yardıma ihtiyaç duyan insanların sorunlarının çözümüne, ruhsal bozuklukların tanı ve tedavisinde önemli katkılar sağlayacağına inanıyoruz.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19010175" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e7d5e40976da7a7dcfa0507ba11a5696" rel="nofollow" data-download="{"attachment_id":40737176,"asset_id":19010175,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/40737176/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5350040" href="https://istanbulc.academia.edu/GamzeSart">Gamze Sart</a><script data-card-contents-for-user="5350040" type="text/json">{"id":5350040,"first_name":"Gamze","last_name":"Sart","domain_name":"istanbulc","page_name":"GamzeSart","display_name":"Gamze Sart","profile_url":"https://istanbulc.academia.edu/GamzeSart?f_ri=27","photo":"https://0.academia-photos.com/5350040/3697412/4333558/s65_gamze.sart.jpg"}</script></span></span></li><li class="js-paper-rank-work_19010175 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="19010175"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 19010175, container: ".js-paper-rank-work_19010175", }); 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Ayrıca, DSM-5’teki tanı ölçütleri, bozuklukların etiyolojisi ve epidemiyolojisi, bozukluklar üzerinde kalıtımın ve çevrenin etkileri, biyolojik ve sosyal ve kültürel etkiler, en güncel araştırmalardan elde edilen verilerle harmanlanarak sunulmaktadır. 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Innovation","url":"https://www.academia.edu/Documents/in/Financing_of_Entrepreneurship_and_Innovation?f_ri=27"},{"id":1121494,"name":"Student","url":"https://www.academia.edu/Documents/in/Student?f_ri=27"},{"id":1330892,"name":"Technopark","url":"https://www.academia.edu/Documents/in/Technopark?f_ri=27"},{"id":1573925,"name":"Technoparks","url":"https://www.academia.edu/Documents/in/Technoparks?f_ri=27"},{"id":1744493,"name":"Science and Technology Studies","url":"https://www.academia.edu/Documents/in/Science_and_Technology_Studies?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44767288" data-work_id="44767288" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44767288/Entrepreneurship_An_Option_to_Solving_Unemployment_Problem_Among_Nigerian_Youths">Entrepreneurship: An Option to Solving Unemployment Problem Among Nigerian Youths</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Youth unemployment is a problem that affects developing countries, including Nigeria. Recent research on youths and their involvement in entrepreneurship activities is gaining ground seriously due to the economic downturn that increases... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44767288" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Youth unemployment is a problem that affects developing countries, including Nigeria. Recent research on youths and their involvement in entrepreneurship activities is gaining ground seriously due to the economic downturn that increases unemployment. The study's goals include providing suitable suggestions to promote entrepreneurship, problems confronting youth entrepreneurship, the examination of the role of entrepreneurial education in youth employment, and schemes that boost youth entrepreneurship. Data was collected from the primary source by using a structured questionnaire. The sample was selected using a stratified random sampling technique. The target respondents were youths between the ages of 20 and 40 years. Data was gathered from 220 youth entrepreneurs in Lagos, Nigeria. SPSS and Excel were used to analyse the data. The study found out parents and family influenced their decision to start a business. Lack of access to finance and financial risks were found to be significant demotivators for youths against starting up a business. Education was seen to support the entrepreneurial careers of the respondents. The study also showed that difficulty in attracting funding was a significant problem affecting youth entrepreneurship. The recommendations include Tertiary institutions should train students in entrepreneurship. The government should set up special funds (Loans & Grants) for youth entrepreneurship. Youth should be involved in policy development on entrepreneurship. Capacity-building should be organized often for youth entrepreneurs. More functional incubation centers should be established across the country to breed young entrepreneurs. Established adult and youth entrepreneurs should be encouraged to mentor up and coming, youth entrepreneurs. The government should be consistent in youth entrepreneurship policy. The Government should address the issue of multiple taxations, poor infrastructure, poor planning, corruption, etc. The government should encourage citizens to patronize homemade goods. Bureaucratic bottlenecks concerning government transactions with entrepreneurs should be eliminated. The government should improve the ease of doing business.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44767288" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c476f98e2eec50aafdd88679c88f0e33" rel="nofollow" data-download="{"attachment_id":65257873,"asset_id":44767288,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65257873/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="103929373" href="https://unilag.academia.edu/OlufemiAladejebi">Olufemi A Aladejebi</a><script data-card-contents-for-user="103929373" type="text/json">{"id":103929373,"first_name":"Olufemi","last_name":"Aladejebi","domain_name":"unilag","page_name":"OlufemiAladejebi","display_name":"Olufemi A Aladejebi","profile_url":"https://unilag.academia.edu/OlufemiAladejebi?f_ri=27","photo":"https://0.academia-photos.com/103929373/23931501/36024078/s65_olufemi.aladejebi.jpg"}</script></span></span></li><li class="js-paper-rank-work_44767288 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="44767288"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 44767288, container: ".js-paper-rank-work_44767288", }); });</script></li><li class="js-percentile-work_44767288 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 44767288; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_44767288"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_44767288 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="44767288"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 44767288; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=44767288]").text(description); $(".js-view-count-work_44767288").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_44767288").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="44767288"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="57280" href="https://www.academia.edu/Documents/in/Youth_development">Youth development</a>, <script data-card-contents-for-ri="57280" type="text/json">{"id":57280,"name":"Youth development","url":"https://www.academia.edu/Documents/in/Youth_development?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="74994" href="https://www.academia.edu/Documents/in/Entrepreneurship_Education">Entrepreneurship Education</a>, <script data-card-contents-for-ri="74994" type="text/json">{"id":74994,"name":"Entrepreneurship Education","url":"https://www.academia.edu/Documents/in/Entrepreneurship_Education?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="632984" href="https://www.academia.edu/Documents/in/Youth_Empowerment_for_Leadership_and_Development">Youth Empowerment for Leadership and Development</a><script data-card-contents-for-ri="632984" type="text/json">{"id":632984,"name":"Youth Empowerment for Leadership and Development","url":"https://www.academia.edu/Documents/in/Youth_Empowerment_for_Leadership_and_Development?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=44767288]'), work: {"id":44767288,"title":"Entrepreneurship: An Option to Solving Unemployment Problem Among Nigerian Youths","created_at":"2020-12-24T03:51:36.837-08:00","url":"https://www.academia.edu/44767288/Entrepreneurship_An_Option_to_Solving_Unemployment_Problem_Among_Nigerian_Youths?f_ri=27","dom_id":"work_44767288","summary":"Youth unemployment is a problem that affects developing countries, including Nigeria. Recent research on youths and their involvement in entrepreneurship activities is gaining ground seriously due to the economic downturn that increases unemployment. The study's goals include providing suitable suggestions to promote entrepreneurship, problems confronting youth entrepreneurship, the examination of the role of entrepreneurial education in youth employment, and schemes that boost youth entrepreneurship. Data was collected from the primary source by using a structured questionnaire. The sample was selected using a stratified random sampling technique. The target respondents were youths between the ages of 20 and 40 years. Data was gathered from 220 youth entrepreneurs in Lagos, Nigeria. SPSS and Excel were used to analyse the data. The study found out parents and family influenced their decision to start a business. Lack of access to finance and financial risks were found to be significant demotivators for youths against starting up a business. Education was seen to support the entrepreneurial careers of the respondents. The study also showed that difficulty in attracting funding was a significant problem affecting youth entrepreneurship. The recommendations include Tertiary institutions should train students in entrepreneurship. The government should set up special funds (Loans \u0026 Grants) for youth entrepreneurship. Youth should be involved in policy development on entrepreneurship. Capacity-building should be organized often for youth entrepreneurs. More functional incubation centers should be established across the country to breed young entrepreneurs. Established adult and youth entrepreneurs should be encouraged to mentor up and coming, youth entrepreneurs. The government should be consistent in youth entrepreneurship policy. The Government should address the issue of multiple taxations, poor infrastructure, poor planning, corruption, etc. The government should encourage citizens to patronize homemade goods. Bureaucratic bottlenecks concerning government transactions with entrepreneurs should be eliminated. The government should improve the ease of doing business.","downloadable_attachments":[{"id":65257873,"asset_id":44767288,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":103929373,"first_name":"Olufemi","last_name":"Aladejebi","domain_name":"unilag","page_name":"OlufemiAladejebi","display_name":"Olufemi A Aladejebi","profile_url":"https://unilag.academia.edu/OlufemiAladejebi?f_ri=27","photo":"https://0.academia-photos.com/103929373/23931501/36024078/s65_olufemi.aladejebi.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":57280,"name":"Youth development","url":"https://www.academia.edu/Documents/in/Youth_development?f_ri=27","nofollow":false},{"id":74994,"name":"Entrepreneurship Education","url":"https://www.academia.edu/Documents/in/Entrepreneurship_Education?f_ri=27","nofollow":false},{"id":632984,"name":"Youth Empowerment for Leadership and Development","url":"https://www.academia.edu/Documents/in/Youth_Empowerment_for_Leadership_and_Development?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_40438972" data-work_id="40438972" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/40438972/Workplace_Stress_Well_Being_and_Quality_of_Work_Life_A_Study_on_BPO_Employees">Workplace Stress, Well-Being, and Quality of Work Life: A Study on BPO Employees</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In the global scenario, the Business Process Outsourcing (BPO) sector is one of the fast growing sectors after the liberalisation, privatisation, and globalisation, to increase job opportunities day by day. The present study examines the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_40438972" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In the global scenario, the Business Process Outsourcing (BPO) sector is one of the fast growing sectors after the liberalisation, privatisation, and globalisation, to increase job opportunities day by day. The present study examines the relationship between the workplace stress, well-being, and quality of life. It also aims to investigate the differences between day and night shift workers, males and females, and married and unmarried employees working in BPO sector with respect to experienced workplace stress, well-being and quality of life. In the present study, 120 employees were selected from the different business process companies. The analysis revealed that organisational role stress is significantly correlated with sociability. And, quality of work life was significantly correlated with well-being. However, the difference in gender was found on organisational role stress and some of its dimensions, as well as on quality of work life. Succinctly, married and unmarried employees differed on dimensions of well-being. As far as, shift timings are concerned, day shift employees were found to differ significantly from night shift employees on organisational role stress and its few dimensions, as well as on quality of work life. From the findings of the study, it has been understood that the gender differences, marital status difference, and difference in shift timings have made an impact on the variables such as workplace stress, quality of work life, and well-being of BPO employees.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/40438972" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f5578afb925e1632e0c373c7b609e934" rel="nofollow" data-download="{"attachment_id":60698484,"asset_id":40438972,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/60698484/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="62901029" href="https://independent.academia.edu/PublishingIndiaGroup">Publishing India Group</a><script data-card-contents-for-user="62901029" type="text/json">{"id":62901029,"first_name":"Publishing India","last_name":"Group","domain_name":"independent","page_name":"PublishingIndiaGroup","display_name":"Publishing India Group","profile_url":"https://independent.academia.edu/PublishingIndiaGroup?f_ri=27","photo":"https://0.academia-photos.com/62901029/42365669/34018621/s65_publishing_india.group.jpg"}</script></span></span></li><li class="js-paper-rank-work_40438972 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="40438972"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 40438972, container: ".js-paper-rank-work_40438972", }); });</script></li><li class="js-percentile-work_40438972 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 40438972; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_40438972"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_40438972 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="40438972"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 40438972; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=40438972]").text(description); $(".js-view-count-work_40438972").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_40438972").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="40438972"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a><script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=40438972]'), work: {"id":40438972,"title":"Workplace Stress, Well-Being, and Quality of Work Life: A Study on BPO Employees","created_at":"2019-09-25T03:48:44.160-07:00","url":"https://www.academia.edu/40438972/Workplace_Stress_Well_Being_and_Quality_of_Work_Life_A_Study_on_BPO_Employees?f_ri=27","dom_id":"work_40438972","summary":"In the global scenario, the Business Process Outsourcing (BPO) sector is one of the fast growing sectors after the liberalisation, privatisation, and globalisation, to increase job opportunities day by day. The present study examines the relationship between the workplace stress, well-being, and quality of life. It also aims to investigate the differences between day and night shift workers, males and females, and married and unmarried employees working in BPO sector with respect to experienced workplace stress, well-being and quality of life. In the present study, 120 employees were selected from the different business process companies. The analysis revealed that organisational role stress is significantly correlated with sociability. And, quality of work life was significantly correlated with well-being. However, the difference in gender was found on organisational role stress and some of its dimensions, as well as on quality of work life. Succinctly, married and unmarried employees differed on dimensions of well-being. As far as, shift timings are concerned, day shift employees were found to differ significantly from night shift employees on organisational role stress and its few dimensions, as well as on quality of work life. From the findings of the study, it has been understood that the gender differences, marital status difference, and difference in shift timings have made an impact on the variables such as workplace stress, quality of work life, and well-being of BPO employees.","downloadable_attachments":[{"id":60698484,"asset_id":40438972,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":62901029,"first_name":"Publishing India","last_name":"Group","domain_name":"independent","page_name":"PublishingIndiaGroup","display_name":"Publishing India Group","profile_url":"https://independent.academia.edu/PublishingIndiaGroup?f_ri=27","photo":"https://0.academia-photos.com/62901029/42365669/34018621/s65_publishing_india.group.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_644335" data-work_id="644335" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/644335/Networked_business_models_and_strategies_for_modern_e_commerce_Case_study_of_a_generic_business_concept">Networked business models and strategies for modern e-commerce: Case study of a generic business concept</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This thesis investigates the case of a generic business concept, the Web Bazaar, and evaluates its fit with current market conditions and trends. Further, it assesses strategic considerations that would be critical for a successful... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_644335" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This thesis investigates the case of a generic business concept, the Web Bazaar, and evaluates its fit with current market conditions and trends. Further, it assesses strategic considerations that would be critical for a successful commercialization of the concept. Our findings do indeed suggest that the Web Bazaar concept fits with current market conditions<br />and trends, but identifies several challenges for a commercialization process. These challenges are broken down and discussed in our Analysis, and met with concrete suggestions of fitting strategies to overcome them.<br /><br />Keywords<br />E‐commerce, business models, value configurations, value network, strategy, Internet, Web, Web 2.0, network effects, network externalities, positive feedback, bandwagon effect, standards, compatibility, lock‐in, online mediation services.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/644335" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9714c54fc47b57c9fa80dc029398c97f" rel="nofollow" data-download="{"attachment_id":3537937,"asset_id":644335,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/3537937/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="279926" href="https://bi.academia.edu/LarsFoleide">Lars Føleide</a><script data-card-contents-for-user="279926" type="text/json">{"id":279926,"first_name":"Lars","last_name":"Føleide","domain_name":"bi","page_name":"LarsFoleide","display_name":"Lars Føleide","profile_url":"https://bi.academia.edu/LarsFoleide?f_ri=27","photo":"https://0.academia-photos.com/279926/54388/1129068/s65_lars.f_leide.png"}</script></span></span></li><li class="js-paper-rank-work_644335 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="644335"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 644335, container: ".js-paper-rank-work_644335", }); });</script></li><li class="js-percentile-work_644335 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 644335; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_644335"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_644335 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="644335"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 644335; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=644335]").text(description); $(".js-view-count-work_644335").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_644335").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="644335"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="26" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="2606" href="https://www.academia.edu/Documents/in/Innovation_statistics">Innovation statistics</a>, <script data-card-contents-for-ri="2606" type="text/json">{"id":2606,"name":"Innovation statistics","url":"https://www.academia.edu/Documents/in/Innovation_statistics?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="62650" href="https://www.academia.edu/Documents/in/Business_Models">Business Models</a><script data-card-contents-for-ri="62650" type="text/json">{"id":62650,"name":"Business Models","url":"https://www.academia.edu/Documents/in/Business_Models?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=644335]'), work: {"id":644335,"title":"Networked business models and strategies for modern e-commerce: Case study of a generic business concept","created_at":"2011-06-05T09:53:08.053-07:00","url":"https://www.academia.edu/644335/Networked_business_models_and_strategies_for_modern_e_commerce_Case_study_of_a_generic_business_concept?f_ri=27","dom_id":"work_644335","summary":"This thesis investigates the case of a generic business concept, the Web Bazaar, and evaluates its fit with current market conditions and trends. Further, it assesses strategic considerations that would be critical for a successful commercialization of the concept. Our findings do indeed suggest that the Web Bazaar concept fits with current market conditions\nand trends, but identifies several challenges for a commercialization process. These challenges are broken down and discussed in our Analysis, and met with concrete suggestions of fitting strategies to overcome them.\n\nKeywords\nE‐commerce, business models, value configurations, value network, strategy, Internet, Web, Web 2.0, network effects, network externalities, positive feedback, bandwagon effect, standards, compatibility, lock‐in, online mediation services.","downloadable_attachments":[{"id":3537937,"asset_id":644335,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":279926,"first_name":"Lars","last_name":"Føleide","domain_name":"bi","page_name":"LarsFoleide","display_name":"Lars Føleide","profile_url":"https://bi.academia.edu/LarsFoleide?f_ri=27","photo":"https://0.academia-photos.com/279926/54388/1129068/s65_lars.f_leide.png"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=27","nofollow":false},{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":2606,"name":"Innovation statistics","url":"https://www.academia.edu/Documents/in/Innovation_statistics?f_ri=27","nofollow":false},{"id":62650,"name":"Business Models","url":"https://www.academia.edu/Documents/in/Business_Models?f_ri=27","nofollow":false},{"id":622592,"name":"E-Commerce","url":"https://www.academia.edu/Documents/in/E-Commerce?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35516097" data-work_id="35516097" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35516097/G%C4%B0R%C4%B0%C5%9E%C4%B0MC%C4%B0LER_%C4%B0LE_MAA%C5%9ELI_%C3%87ALI%C5%9EANLARIN_K%C4%B0%C5%9E%C4%B0L%C4%B0K_%C3%96ZELL%C4%B0KLER%C4%B0N%C4%B0N_KAR%C5%9EILA%C5%9ETIRILMASI_%C3%87ANAKKALE_%C3%96RNE%C4%9E%C4%B0">GİRİŞİMCİLER İLE MAAŞLI ÇALIŞANLARIN KİŞİLİK ÖZELLİKLERİNİN KARŞILAŞTIRILMASI: ÇANAKKALE ÖRNEĞİ</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Bu çalışmada girişimci, girişimcilik ve kişilik kavramlarına değinilmiş olup, girişimciler ile maaşlı çalışanlar arasında kişilik özellikleri bağlamında bir fark olup olmadığı incelenmiştir. Çalışmada, Gençöz ve Öncül (2012)’nin Türk... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_35516097" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Bu çalışmada girişimci, girişimcilik ve kişilik kavramlarına değinilmiş olup, girişimciler ile maaşlı<br />çalışanlar arasında kişilik özellikleri bağlamında bir fark olup olmadığı incelenmiştir. Çalışmada, Gençöz ve Öncül<br />(2012)’nin Türk kültürüne yönelik geliştirdiği ve 45 maddeden oluşan “Temel Kişilik Özellikleri” ölçeğinden<br />yararlanılarak bir anket formu hazırlanmıştır. Hazırlanan anket formu, 1 Kasım-15 Aralık 2016 tarihleri arasında,<br />Çanakkale il merkezinde yer alan 450 girişimci ve maaşlı çalışana yüz yüze görüşme yöntemi aracılığıyla<br />uygulanmıştır. Girişimciler ile maaşlı çalışanların kişilik özellikleri arasındaki farklılıklar, T-testi ve Anova testleri<br />aracılığıyla analiz edilmiştir. Çalışma sonucunda girişimci – maaşlı çalışanların kişilik özellikleri bakımından yaş,<br />medeni durum, gelir seviyesi ve iş durumuna göre, “Dışadönüklük”, “Sorumluluk”, “Uyumluluk”, “Duygusal<br />Tutarsızlık”, “Gelişime Açıklık” ve “Olumsuz Değerlik” boyutları arasında anlamlı bir farklılık bulunmadığı tespit<br />edilmiştir. Girişimciler ile maaşlı çalışanların kişilik özellikleri arasındaki farklılıklar cinsiyet değişkenine göre<br />incelendiğinde ise, “Sorumluluk” ve “Uyumluluk” boyutlarında anlamlı bir farklılık olduğu; kadınların erkeklere<br />göre daha fazla sorumluk sahibi ve uyumlu oldukları sonucuna ulaşılmıştır. Girişimciler ile maaşlı çalışanların<br />kişilik özellikleri arasındaki farklılıklar eğitim değişkenine göre incelendiğinde ise, “Duygusal Tutarsızlık”<br />boyutunda ilköğretim–lise ve lise–ilköğretim eğitim seviyeleri arasında farklılık olduğu; lise eğitim seviyesine sahip<br />girişimci ve maaşlı çalışanların, eğitim seviyesi ilköğretim olanlara göre daha fazla duygusal tutarsızlığa sahip<br />oldukları görülmüştür. Türk kültürüne yönelik olarak geliştirilen “Temel Kişilik Özellikleri” ölçeğinden<br />yararlanılarak gerçekleştirilen bu çalışmanın sonuçlarının literatüre katkı sağlayacağı ve ileride konu ile ilgili<br />yapılacak çalışmalarda yol gösterici olacağı düşünülmektedir. In this study, the concepts of entrepreneur, entrepreneurship and personality are mentioned and also it has<br />been examined whether there is a difference between entrepreneurs and salaried employees in terms of their<br />personality traits. A questionnaire form was prepared by using the "Basic Personality Features" scale developed by<br />Gençöz and Öncül (2012) for Turkish culture and consisting of 45 items for the study. The prepared questionnaire<br />was applied between 1 November and 15 December 2016 through 450 entrepreneurs and salaried employees, faceto-face<br />interviewing methods in Canakkale province center. Differences between personality traits of entrepreneurs<br />and salaried employees were analyzed through the t-test and Anova tests. As a result of the study, it is determined<br />that there is no difference between the dimensions of "Outwardness", "Responsibility", "Compatibility", "Emotional<br />Inconsistency", "Developmental Clarity" and "Negative Validity" according to age, marital status, income level and<br />employment status of entrepreneurs and salaried employees. When the differences between personality traits of<br />entrepreneurs and salaried employees are examined according to gender variable, it is seen that there is a<br />meaningful difference between "Responsibility" and "Compatibility" dimensions. According to this difference,<br />women are more responsible and accountable than men. When the differences between personality traits of<br />entrepreneurs and salaried employees are examined according to educational variables, it is found that there is a<br />difference between primary and high school and primary school education levels in the dimension of "Emotional<br />inconsistency". Entrepreneurs and salaried employees with a high school education level are found to have more<br />emotional inconsistency than those with an education level of primary education. It is considered that the results of<br />this study, which is realized by using the "Basic Personality Traits" scale developed for the Turkish culture, will<br />contribute to the literature and will be a guide for the future studies about this subject.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35516097" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="77a99dbc6159e69ba40b8fc485a59341" rel="nofollow" data-download="{"attachment_id":55381339,"asset_id":35516097,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55381339/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="30751616" href="https://comu.academia.edu/buketbuluk">Buket Buluk Eşitti</a><script data-card-contents-for-user="30751616" type="text/json">{"id":30751616,"first_name":"Buket","last_name":"Buluk Eşitti","domain_name":"comu","page_name":"buketbuluk","display_name":"Buket Buluk Eşitti","profile_url":"https://comu.academia.edu/buketbuluk?f_ri=27","photo":"https://0.academia-photos.com/30751616/8968408/90870505/s65_buket.buluk_e_itti.jpeg"}</script></span></span></li><li class="js-paper-rank-work_35516097 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35516097"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35516097, container: ".js-paper-rank-work_35516097", }); });</script></li><li class="js-percentile-work_35516097 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 35516097; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_35516097"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_35516097 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="35516097"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 35516097; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=35516097]").text(description); $(".js-view-count-work_35516097").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35516097").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35516097"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="262684" href="https://www.academia.edu/Documents/in/Personality_Traits">Personality Traits</a><script data-card-contents-for-ri="262684" type="text/json">{"id":262684,"name":"Personality Traits","url":"https://www.academia.edu/Documents/in/Personality_Traits?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35516097]'), work: {"id":35516097,"title":"GİRİŞİMCİLER İLE MAAŞLI ÇALIŞANLARIN KİŞİLİK ÖZELLİKLERİNİN KARŞILAŞTIRILMASI: ÇANAKKALE ÖRNEĞİ","created_at":"2017-12-26T23:01:52.131-08:00","url":"https://www.academia.edu/35516097/G%C4%B0R%C4%B0%C5%9E%C4%B0MC%C4%B0LER_%C4%B0LE_MAA%C5%9ELI_%C3%87ALI%C5%9EANLARIN_K%C4%B0%C5%9E%C4%B0L%C4%B0K_%C3%96ZELL%C4%B0KLER%C4%B0N%C4%B0N_KAR%C5%9EILA%C5%9ETIRILMASI_%C3%87ANAKKALE_%C3%96RNE%C4%9E%C4%B0?f_ri=27","dom_id":"work_35516097","summary":"Bu çalışmada girişimci, girişimcilik ve kişilik kavramlarına değinilmiş olup, girişimciler ile maaşlı\nçalışanlar arasında kişilik özellikleri bağlamında bir fark olup olmadığı incelenmiştir. Çalışmada, Gençöz ve Öncül\n(2012)’nin Türk kültürüne yönelik geliştirdiği ve 45 maddeden oluşan “Temel Kişilik Özellikleri” ölçeğinden\nyararlanılarak bir anket formu hazırlanmıştır. Hazırlanan anket formu, 1 Kasım-15 Aralık 2016 tarihleri arasında,\nÇanakkale il merkezinde yer alan 450 girişimci ve maaşlı çalışana yüz yüze görüşme yöntemi aracılığıyla\nuygulanmıştır. Girişimciler ile maaşlı çalışanların kişilik özellikleri arasındaki farklılıklar, T-testi ve Anova testleri\naracılığıyla analiz edilmiştir. Çalışma sonucunda girişimci – maaşlı çalışanların kişilik özellikleri bakımından yaş,\nmedeni durum, gelir seviyesi ve iş durumuna göre, “Dışadönüklük”, “Sorumluluk”, “Uyumluluk”, “Duygusal\nTutarsızlık”, “Gelişime Açıklık” ve “Olumsuz Değerlik” boyutları arasında anlamlı bir farklılık bulunmadığı tespit\nedilmiştir. Girişimciler ile maaşlı çalışanların kişilik özellikleri arasındaki farklılıklar cinsiyet değişkenine göre\nincelendiğinde ise, “Sorumluluk” ve “Uyumluluk” boyutlarında anlamlı bir farklılık olduğu; kadınların erkeklere\ngöre daha fazla sorumluk sahibi ve uyumlu oldukları sonucuna ulaşılmıştır. Girişimciler ile maaşlı çalışanların\nkişilik özellikleri arasındaki farklılıklar eğitim değişkenine göre incelendiğinde ise, “Duygusal Tutarsızlık”\nboyutunda ilköğretim–lise ve lise–ilköğretim eğitim seviyeleri arasında farklılık olduğu; lise eğitim seviyesine sahip\ngirişimci ve maaşlı çalışanların, eğitim seviyesi ilköğretim olanlara göre daha fazla duygusal tutarsızlığa sahip\noldukları görülmüştür. Türk kültürüne yönelik olarak geliştirilen “Temel Kişilik Özellikleri” ölçeğinden\nyararlanılarak gerçekleştirilen bu çalışmanın sonuçlarının literatüre katkı sağlayacağı ve ileride konu ile ilgili\nyapılacak çalışmalarda yol gösterici olacağı düşünülmektedir. In this study, the concepts of entrepreneur, entrepreneurship and personality are mentioned and also it has\nbeen examined whether there is a difference between entrepreneurs and salaried employees in terms of their\npersonality traits. A questionnaire form was prepared by using the \"Basic Personality Features\" scale developed by\nGençöz and Öncül (2012) for Turkish culture and consisting of 45 items for the study. The prepared questionnaire\nwas applied between 1 November and 15 December 2016 through 450 entrepreneurs and salaried employees, faceto-face\ninterviewing methods in Canakkale province center. Differences between personality traits of entrepreneurs\nand salaried employees were analyzed through the t-test and Anova tests. As a result of the study, it is determined\nthat there is no difference between the dimensions of \"Outwardness\", \"Responsibility\", \"Compatibility\", \"Emotional\nInconsistency\", \"Developmental Clarity\" and \"Negative Validity\" according to age, marital status, income level and\nemployment status of entrepreneurs and salaried employees. When the differences between personality traits of\nentrepreneurs and salaried employees are examined according to gender variable, it is seen that there is a\nmeaningful difference between \"Responsibility\" and \"Compatibility\" dimensions. According to this difference,\nwomen are more responsible and accountable than men. When the differences between personality traits of\nentrepreneurs and salaried employees are examined according to educational variables, it is found that there is a\ndifference between primary and high school and primary school education levels in the dimension of \"Emotional\ninconsistency\". Entrepreneurs and salaried employees with a high school education level are found to have more\nemotional inconsistency than those with an education level of primary education. It is considered that the results of\nthis study, which is realized by using the \"Basic Personality Traits\" scale developed for the Turkish culture, will\ncontribute to the literature and will be a guide for the future studies about this subject.\n","downloadable_attachments":[{"id":55381339,"asset_id":35516097,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":30751616,"first_name":"Buket","last_name":"Buluk Eşitti","domain_name":"comu","page_name":"buketbuluk","display_name":"Buket Buluk Eşitti","profile_url":"https://comu.academia.edu/buketbuluk?f_ri=27","photo":"https://0.academia-photos.com/30751616/8968408/90870505/s65_buket.buluk_e_itti.jpeg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":262684,"name":"Personality Traits","url":"https://www.academia.edu/Documents/in/Personality_Traits?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_78513323" data-work_id="78513323" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/78513323/Social_Entrepreneurship_as_an_Instrument_for_Curbing_Youth_Gangsterism_a_Study_of_the_Nigerian_Urban_Communities">Social Entrepreneurship as an Instrument for Curbing Youth Gangsterism a Study of the Nigerian Urban Communities</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose: To determine the cost-effectiveness of fulvestrant 250 mg compared to 500 mg in postmenopausal women with estrogen receptor-positive metastatic breast cancer and disease progression after antiestrogen therapy. Methods: A Markov... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_78513323" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose: To determine the cost-effectiveness of fulvestrant 250 mg compared to 500 mg in postmenopausal women with estrogen receptor-positive metastatic breast cancer and disease progression after antiestrogen therapy. Methods: A Markov model was constructed to find the incremental cost-effectiveness of fulvestrant 250 mg monthly when compared with the 500 mg monthly in patients with progression after antiestrogen therapy. The model duration was 24 months. Clinical efficacy data inputs were derived from a phase III clinical trial demonstrating a statistically significant increase in progression-free survival in patients receiving 500 mg versus 250 mg. Cost data utilized were all relevant Ambulatory Payment Classification payment rates from the 2011 Medicare Outpatient Prospective Payment System. A Monte Carlo simulation was performed to test the model at various willingness to pay thresholds. Results: The incremental cost-effectiveness ratio as determined by the Markov model was US$10,972 per month of progression-free survival for the 500 mg dose compared with the 250 mg dose. Using a Monte Carlo simulation, it was found that 500 mg monthly was cost-effective at and above the willingness to pay threshold of US$15,000 per month. A series of one-way sensitivity analyses showed this result is robust to geographical practice variations in costs of drug administration and physician examination. Conclusion: From a third party payer perspective, the value of fulvestrant 500 mg monthly is dependent on the willingness to pay threshold. Despite a labeling change for fulvestrant in September 2010, fulvestrant 250 mg monthly appears to be a viable option in the target population.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/78513323" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="217fdddd1fa04c644efedc74ba3c2e19" rel="nofollow" data-download="{"attachment_id":85534969,"asset_id":78513323,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/85534969/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="109077781" href="https://independent.academia.edu/FolakeOlowokudejo">Folake Olowokudejo</a><script data-card-contents-for-user="109077781" type="text/json">{"id":109077781,"first_name":"Folake","last_name":"Olowokudejo","domain_name":"independent","page_name":"FolakeOlowokudejo","display_name":"Folake Olowokudejo","profile_url":"https://independent.academia.edu/FolakeOlowokudejo?f_ri=27","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_78513323 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="78513323"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 78513323, container: ".js-paper-rank-work_78513323", }); 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$(".js-view-count[data-work-id=78513323]").text(description); $(".js-view-count-work_78513323").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_78513323").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="78513323"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="724" href="https://www.academia.edu/Documents/in/Economics">Economics</a>, <script data-card-contents-for-ri="724" type="text/json">{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="94802" href="https://www.academia.edu/Documents/in/Academic_Journals">Academic Journals</a><script data-card-contents-for-ri="94802" type="text/json">{"id":94802,"name":"Academic Journals","url":"https://www.academia.edu/Documents/in/Academic_Journals?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=78513323]'), work: {"id":78513323,"title":"Social Entrepreneurship as an Instrument for Curbing Youth Gangsterism a Study of the Nigerian Urban Communities","created_at":"2022-05-05T05:48:36.657-07:00","url":"https://www.academia.edu/78513323/Social_Entrepreneurship_as_an_Instrument_for_Curbing_Youth_Gangsterism_a_Study_of_the_Nigerian_Urban_Communities?f_ri=27","dom_id":"work_78513323","summary":"Purpose: To determine the cost-effectiveness of fulvestrant 250 mg compared to 500 mg in postmenopausal women with estrogen receptor-positive metastatic breast cancer and disease progression after antiestrogen therapy. Methods: A Markov model was constructed to find the incremental cost-effectiveness of fulvestrant 250 mg monthly when compared with the 500 mg monthly in patients with progression after antiestrogen therapy. The model duration was 24 months. Clinical efficacy data inputs were derived from a phase III clinical trial demonstrating a statistically significant increase in progression-free survival in patients receiving 500 mg versus 250 mg. Cost data utilized were all relevant Ambulatory Payment Classification payment rates from the 2011 Medicare Outpatient Prospective Payment System. A Monte Carlo simulation was performed to test the model at various willingness to pay thresholds. Results: The incremental cost-effectiveness ratio as determined by the Markov model was US$10,972 per month of progression-free survival for the 500 mg dose compared with the 250 mg dose. Using a Monte Carlo simulation, it was found that 500 mg monthly was cost-effective at and above the willingness to pay threshold of US$15,000 per month. A series of one-way sensitivity analyses showed this result is robust to geographical practice variations in costs of drug administration and physician examination. Conclusion: From a third party payer perspective, the value of fulvestrant 500 mg monthly is dependent on the willingness to pay threshold. Despite a labeling change for fulvestrant in September 2010, fulvestrant 250 mg monthly appears to be a viable option in the target population.","downloadable_attachments":[{"id":85534969,"asset_id":78513323,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":109077781,"first_name":"Folake","last_name":"Olowokudejo","domain_name":"independent","page_name":"FolakeOlowokudejo","display_name":"Folake Olowokudejo","profile_url":"https://independent.academia.edu/FolakeOlowokudejo?f_ri=27","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":724,"name":"Economics","url":"https://www.academia.edu/Documents/in/Economics?f_ri=27","nofollow":false},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=27","nofollow":false},{"id":94802,"name":"Academic Journals","url":"https://www.academia.edu/Documents/in/Academic_Journals?f_ri=27","nofollow":false}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_77011896" data-work_id="77011896" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/77011896/Academic_Entrepreneurship_and_Technological_Innovation">Academic Entrepreneurship and Technological Innovation</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/77011896" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa 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itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="183822774" href="https://independent.academia.edu/SzopaA">Anna Szopa</a><script data-card-contents-for-user="183822774" type="text/json">{"id":183822774,"first_name":"Anna","last_name":"Szopa","domain_name":"independent","page_name":"SzopaA","display_name":"Anna Szopa","profile_url":"https://independent.academia.edu/SzopaA?f_ri=27","photo":"https://0.academia-photos.com/183822774/139637261/129116245/s65_anna.szopa.jpeg"}</script></span></span></li><li class="js-paper-rank-work_77011896 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="77011896"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 77011896, container: ".js-paper-rank-work_77011896", }); });</script></li><li class="js-percentile-work_77011896 InlineList-item 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Letters","url":"https://www.academia.edu/Documents/in/Applied_Economics_Letters?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="121035" href="https://www.academia.edu/Documents/in/Profitability">Profitability</a><script data-card-contents-for-ri="121035" type="text/json">{"id":121035,"name":"Profitability","url":"https://www.academia.edu/Documents/in/Profitability?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=75230259]'), work: {"id":75230259,"title":"And a vision appeared unto them of a great profit: evidence of self-deception among the 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})();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41908205" data-work_id="41908205" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41908205/AUD_Victim_Of_A_Bad_Game_By_Sam_Samie">AUD Victim Of A Bad Game By Sam Samie</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Audtralian Dollar is not doing great on the chart. This article/book identifies some of the problems, having impact on AUD, including Royal Commission's decisions and RBA (Reserve Bank of Australia).</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41908205" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="16aabf776cec394b5815789b7b5b3a1b" rel="nofollow" data-download="{"attachment_id":62035193,"asset_id":41908205,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62035193/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="145075768" href="https://uts.academia.edu/SamSamie">Sam Samie</a><script data-card-contents-for-user="145075768" type="text/json">{"id":145075768,"first_name":"Sam","last_name":"Samie","domain_name":"uts","page_name":"SamSamie","display_name":"Sam Samie","profile_url":"https://uts.academia.edu/SamSamie?f_ri=27","photo":"https://0.academia-photos.com/145075768/39628294/160942021/s65_sam.samie.png"}</script></span></span></li><li class="js-paper-rank-work_41908205 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41908205"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41908205, container: ".js-paper-rank-work_41908205", }); });</script></li><li class="js-percentile-work_41908205 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 41908205; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_41908205"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_41908205 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="41908205"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 41908205; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=41908205]").text(description); $(".js-view-count-work_41908205").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_41908205").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="41908205"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">20</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="28747" href="https://www.academia.edu/Documents/in/Trading">Trading</a>, <script data-card-contents-for-ri="28747" type="text/json">{"id":28747,"name":"Trading","url":"https://www.academia.edu/Documents/in/Trading?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="46185" href="https://www.academia.edu/Documents/in/Algorithmic_Trading">Algorithmic Trading</a>, <script data-card-contents-for-ri="46185" type="text/json">{"id":46185,"name":"Algorithmic Trading","url":"https://www.academia.edu/Documents/in/Algorithmic_Trading?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="54327" href="https://www.academia.edu/Documents/in/Forex_Investing">Forex Investing</a><script data-card-contents-for-ri="54327" type="text/json">{"id":54327,"name":"Forex Investing","url":"https://www.academia.edu/Documents/in/Forex_Investing?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=41908205]'), work: {"id":41908205,"title":"AUD Victim Of A Bad Game By Sam Samie","created_at":"2020-02-08T06:26:44.719-08:00","url":"https://www.academia.edu/41908205/AUD_Victim_Of_A_Bad_Game_By_Sam_Samie?f_ri=27","dom_id":"work_41908205","summary":"Audtralian Dollar is not doing great on the chart. This article/book identifies some of the problems, having impact on AUD, including Royal Commission's decisions and RBA (Reserve Bank of Australia).","downloadable_attachments":[{"id":62035193,"asset_id":41908205,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":145075768,"first_name":"Sam","last_name":"Samie","domain_name":"uts","page_name":"SamSamie","display_name":"Sam Samie","profile_url":"https://uts.academia.edu/SamSamie?f_ri=27","photo":"https://0.academia-photos.com/145075768/39628294/160942021/s65_sam.samie.png"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":28747,"name":"Trading","url":"https://www.academia.edu/Documents/in/Trading?f_ri=27","nofollow":false},{"id":46185,"name":"Algorithmic Trading","url":"https://www.academia.edu/Documents/in/Algorithmic_Trading?f_ri=27","nofollow":false},{"id":54327,"name":"Forex Investing","url":"https://www.academia.edu/Documents/in/Forex_Investing?f_ri=27","nofollow":false},{"id":121094,"name":"Insider Trading","url":"https://www.academia.edu/Documents/in/Insider_Trading?f_ri=27"},{"id":151480,"name":"Economics of Australian coal industry","url":"https://www.academia.edu/Documents/in/Economics_of_Australian_coal_industry?f_ri=27"},{"id":151864,"name":"Forex Trading Systems","url":"https://www.academia.edu/Documents/in/Forex_Trading_Systems?f_ri=27"},{"id":176644,"name":"Australian economic policy","url":"https://www.academia.edu/Documents/in/Australian_economic_policy?f_ri=27"},{"id":176657,"name":"Australian economic history","url":"https://www.academia.edu/Documents/in/Australian_economic_history?f_ri=27"},{"id":268147,"name":"Stock Markets Trading System","url":"https://www.academia.edu/Documents/in/Stock_Markets_Trading_System?f_ri=27"},{"id":313974,"name":"Australian political economy","url":"https://www.academia.edu/Documents/in/Australian_political_economy?f_ri=27"},{"id":341674,"name":"Australian history of economic thought","url":"https://www.academia.edu/Documents/in/Australian_history_of_economic_thought?f_ri=27"},{"id":468226,"name":"Australian Economic History Review","url":"https://www.academia.edu/Documents/in/Australian_Economic_History_Review?f_ri=27"},{"id":525555,"name":"FUTURES AND OPTIONS TRADING TRADING","url":"https://www.academia.edu/Documents/in/FUTURES_AND_OPTIONS_TRADING_TRADING?f_ri=27"},{"id":1087456,"name":"Online Teaching Vs Traditional Teaching","url":"https://www.academia.edu/Documents/in/Online_Teaching_Vs_Traditional_Teaching?f_ri=27"},{"id":1107463,"name":"Australian Indigenous Economy","url":"https://www.academia.edu/Documents/in/Australian_Indigenous_Economy?f_ri=27"},{"id":1788327,"name":"Australian Economy","url":"https://www.academia.edu/Documents/in/Australian_Economy?f_ri=27"},{"id":2183413,"name":"Australian digital economy policy","url":"https://www.academia.edu/Documents/in/Australian_digital_economy_policy?f_ri=27"},{"id":3547621,"name":"Sam Samie","url":"https://www.academia.edu/Documents/in/Sam_Samie?f_ri=27"},{"id":3547622,"name":"Sam Samie Sydney","url":"https://www.academia.edu/Documents/in/Sam_Samie_Sydney?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38117197" data-work_id="38117197" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38117197/How_tourism_is_shaping_the_African_youth_employment_pdf">How tourism is shaping the African youth employment .pdf</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Africa has been for many years misinterpreted and often referred to a continent of political instability, refugee’s crisis, civil wars, corruption and under development. This perception leads and undermines confidence to venture into new... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38117197" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Africa has been for many years misinterpreted and often referred to a continent of political instability, refugee’s crisis, civil wars, corruption and under development.<br />This perception leads and undermines confidence to venture into new businesses across the continent. <br />Despite many challenges the continent faces, the travel and tourism sector seems to keep moving on a safe pace.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38117197" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="325bb27b40cdd506fbf7f94e000655d0" rel="nofollow" data-download="{"attachment_id":58146869,"asset_id":38117197,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58146869/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="99547401" href="https://independent.academia.edu/AugustineTours">Augustin Ndikuriyo</a><script data-card-contents-for-user="99547401" type="text/json">{"id":99547401,"first_name":"Augustin","last_name":"Ndikuriyo","domain_name":"independent","page_name":"AugustineTours","display_name":"Augustin Ndikuriyo","profile_url":"https://independent.academia.edu/AugustineTours?f_ri=27","photo":"https://0.academia-photos.com/99547401/21744545/100429420/s65_augustin.ndikuriyo.jpeg"}</script></span></span></li><li class="js-paper-rank-work_38117197 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38117197"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38117197, container: ".js-paper-rank-work_38117197", }); });</script></li><li class="js-percentile-work_38117197 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 38117197; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_38117197"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_38117197 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="38117197"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 38117197; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=38117197]").text(description); $(".js-view-count-work_38117197").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38117197").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38117197"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="4527" href="https://www.academia.edu/Documents/in/Africa">Africa</a>, <script data-card-contents-for-ri="4527" type="text/json">{"id":4527,"name":"Africa","url":"https://www.academia.edu/Documents/in/Africa?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="8828" href="https://www.academia.edu/Documents/in/Uganda">Uganda</a>, <script data-card-contents-for-ri="8828" type="text/json">{"id":8828,"name":"Uganda","url":"https://www.academia.edu/Documents/in/Uganda?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="9932" href="https://www.academia.edu/Documents/in/Travel_and_Tourism">Travel & Tourism</a><script data-card-contents-for-ri="9932" type="text/json">{"id":9932,"name":"Travel \u0026 Tourism","url":"https://www.academia.edu/Documents/in/Travel_and_Tourism?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38117197]'), work: {"id":38117197,"title":"How tourism is shaping the African youth employment .pdf","created_at":"2019-01-09T03:08:18.234-08:00","url":"https://www.academia.edu/38117197/How_tourism_is_shaping_the_African_youth_employment_pdf?f_ri=27","dom_id":"work_38117197","summary":"Africa has been for many years misinterpreted and often referred to a continent of political instability, refugee’s crisis, civil wars, corruption and under development.\nThis perception leads and undermines confidence to venture into new businesses across the continent. \nDespite many challenges the continent faces, the travel and tourism sector seems to keep moving on a safe pace. \n","downloadable_attachments":[{"id":58146869,"asset_id":38117197,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":99547401,"first_name":"Augustin","last_name":"Ndikuriyo","domain_name":"independent","page_name":"AugustineTours","display_name":"Augustin Ndikuriyo","profile_url":"https://independent.academia.edu/AugustineTours?f_ri=27","photo":"https://0.academia-photos.com/99547401/21744545/100429420/s65_augustin.ndikuriyo.jpeg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":4527,"name":"Africa","url":"https://www.academia.edu/Documents/in/Africa?f_ri=27","nofollow":false},{"id":8828,"name":"Uganda","url":"https://www.academia.edu/Documents/in/Uganda?f_ri=27","nofollow":false},{"id":9932,"name":"Travel \u0026 Tourism","url":"https://www.academia.edu/Documents/in/Travel_and_Tourism?f_ri=27","nofollow":false},{"id":18892,"name":"Kenya","url":"https://www.academia.edu/Documents/in/Kenya?f_ri=27"},{"id":21277,"name":"Travel Literature","url":"https://www.academia.edu/Documents/in/Travel_Literature?f_ri=27"},{"id":22955,"name":"Rwanda","url":"https://www.academia.edu/Documents/in/Rwanda?f_ri=27"},{"id":23241,"name":"Tanzania","url":"https://www.academia.edu/Documents/in/Tanzania?f_ri=27"},{"id":46039,"name":"Youth","url":"https://www.academia.edu/Documents/in/Youth?f_ri=27"},{"id":52325,"name":"Travel and Tourism Industry","url":"https://www.academia.edu/Documents/in/Travel_and_Tourism_Industry?f_ri=27"},{"id":57928,"name":"Travel","url":"https://www.academia.edu/Documents/in/Travel?f_ri=27"},{"id":62988,"name":"Traveling","url":"https://www.academia.edu/Documents/in/Traveling?f_ri=27"},{"id":76246,"name":"Burundi","url":"https://www.academia.edu/Documents/in/Burundi?f_ri=27"},{"id":228426,"name":"Travelling","url":"https://www.academia.edu/Documents/in/Travelling?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35067718" data-work_id="35067718" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35067718/Towards_Agile_Manufacturing_Models_Of_Competition_And_Performance_Outcomes">Towards Agile Manufacturing: Models Of Competition And Performance Outcomes</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The literature of agile manufacturing demonstrates that simultaneous emphasis on a wide range of competitive objectives has the potential to enhance business performance. Yet, some writers also suggest that companies should focus, based... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_35067718" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The literature of agile manufacturing demonstrates that simultaneous emphasis on a wide range of competitive objectives has the potential to enhance business performance. Yet, some writers also suggest that companies should focus, based on prioritisation of competitive objectives into "order winners and qualifiers". Either way, a gap exists in the literature, due to paucity of empirical tests of the performance impacts of agile manufacturing. This paper set out to provide the empirical evidence that simultaneous emphasis on manufacturing competitive objectives has the potential to enhance company performance. To this end, the paper explores models of competition and differences in performance across them. A literature review was undertaken to stress the importance of several manufacturing objectives and performance measures. The review was by followed by an analysis of different models of competition, which have emerged over time as a means of responding to varying degrees of product and market complexity. It was argued that as environmental complexity intensifies, competitive pressures would compel companies to migrate towards agile manufacturing. The results presented in the paper are based on the results of a survey by questionnaire administered to 600 manufacturing companies in the UK. Factor and cluster analyses were applied to explore seven competitive objectives, which were low cost, quality, speed, dependability, product customisation, volume flexibility and leadership in new technology. The seven objectives were factored into three models of competition, which were described as lean, flexible and agile. The lean model was unique for superior emphasis on quality whilst the flexibility model was distinctive on volume flexibility and product customisation. As well, the agile model was remarkable for relatively equal emphasis on all the objectives. Across the three empirical models, statistical tests revealed significant differences in performance measures. Mean scores were lowest in the flexibility model whilst they were highest in the agile model. Although the agile model was superior to the lean and flexibility models, factor coefficients revealed that it was yet to attain the highest possible levels of competitive performance. The results provide sufficient justification for manufacturing systems redesign for agile manufacturing. However, the results identified a dilemma that might make agility difficult to realise. Whereas the literature suggests that flexibility-driven competition is superior to quality-driven competition, this study finds that performance was higher in the quality model than in the flexibility model. The result implies that incremental change from quality-driven competition (lean) to flexibility-driven competition (mass customisation), with a view to ultimately become agile, can result to getting trapped at the transient stage of flexibility. Suggestions for coping with the potential problems of the transient stage were proposed, in order to enhance rapid advance towards agile manufacturing. BACKGROUND</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35067718" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2794076375c904aea307d22ee1a3dd62" rel="nofollow" data-download="{"attachment_id":54928243,"asset_id":35067718,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54928243/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="42671092" href="https://independent.academia.edu/DrEzekielOluwadareAdeleye">Dr. Ezekiel Oluwadare Adeleye</a><script data-card-contents-for-user="42671092" type="text/json">{"id":42671092,"first_name":"Dr. Ezekiel Oluwadare","last_name":"Adeleye","domain_name":"independent","page_name":"DrEzekielOluwadareAdeleye","display_name":"Dr. Ezekiel Oluwadare Adeleye","profile_url":"https://independent.academia.edu/DrEzekielOluwadareAdeleye?f_ri=27","photo":"https://0.academia-photos.com/42671092/11474487/18201874/s65_dr._ezekiel_oluwadare.adeleye.jpg"}</script></span></span></li><li class="js-paper-rank-work_35067718 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35067718"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35067718, container: ".js-paper-rank-work_35067718", }); });</script></li><li class="js-percentile-work_35067718 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 35067718; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_35067718"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_35067718 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="35067718"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 35067718; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=35067718]").text(description); $(".js-view-count-work_35067718").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35067718").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35067718"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="45" href="https://www.academia.edu/Documents/in/Business_Administration">Business Administration</a>, <script data-card-contents-for-ri="45" type="text/json">{"id":45,"name":"Business Administration","url":"https://www.academia.edu/Documents/in/Business_Administration?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="20471" href="https://www.academia.edu/Documents/in/Leadership_Development">Leadership Development</a>, <script data-card-contents-for-ri="20471" type="text/json">{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="25773" href="https://www.academia.edu/Documents/in/Operations_research_and_Optimization">Operations research and Optimization</a><script data-card-contents-for-ri="25773" type="text/json">{"id":25773,"name":"Operations research and Optimization","url":"https://www.academia.edu/Documents/in/Operations_research_and_Optimization?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35067718]'), work: {"id":35067718,"title":"Towards Agile Manufacturing: Models Of Competition And Performance Outcomes","created_at":"2017-11-06T07:39:20.030-08:00","url":"https://www.academia.edu/35067718/Towards_Agile_Manufacturing_Models_Of_Competition_And_Performance_Outcomes?f_ri=27","dom_id":"work_35067718","summary":"The literature of agile manufacturing demonstrates that simultaneous emphasis on a wide range of competitive objectives has the potential to enhance business performance. Yet, some writers also suggest that companies should focus, based on prioritisation of competitive objectives into \"order winners and qualifiers\". Either way, a gap exists in the literature, due to paucity of empirical tests of the performance impacts of agile manufacturing. This paper set out to provide the empirical evidence that simultaneous emphasis on manufacturing competitive objectives has the potential to enhance company performance. To this end, the paper explores models of competition and differences in performance across them. A literature review was undertaken to stress the importance of several manufacturing objectives and performance measures. The review was by followed by an analysis of different models of competition, which have emerged over time as a means of responding to varying degrees of product and market complexity. It was argued that as environmental complexity intensifies, competitive pressures would compel companies to migrate towards agile manufacturing. The results presented in the paper are based on the results of a survey by questionnaire administered to 600 manufacturing companies in the UK. Factor and cluster analyses were applied to explore seven competitive objectives, which were low cost, quality, speed, dependability, product customisation, volume flexibility and leadership in new technology. The seven objectives were factored into three models of competition, which were described as lean, flexible and agile. The lean model was unique for superior emphasis on quality whilst the flexibility model was distinctive on volume flexibility and product customisation. As well, the agile model was remarkable for relatively equal emphasis on all the objectives. Across the three empirical models, statistical tests revealed significant differences in performance measures. Mean scores were lowest in the flexibility model whilst they were highest in the agile model. Although the agile model was superior to the lean and flexibility models, factor coefficients revealed that it was yet to attain the highest possible levels of competitive performance. The results provide sufficient justification for manufacturing systems redesign for agile manufacturing. However, the results identified a dilemma that might make agility difficult to realise. Whereas the literature suggests that flexibility-driven competition is superior to quality-driven competition, this study finds that performance was higher in the quality model than in the flexibility model. The result implies that incremental change from quality-driven competition (lean) to flexibility-driven competition (mass customisation), with a view to ultimately become agile, can result to getting trapped at the transient stage of flexibility. Suggestions for coping with the potential problems of the transient stage were proposed, in order to enhance rapid advance towards agile manufacturing. BACKGROUND","downloadable_attachments":[{"id":54928243,"asset_id":35067718,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":42671092,"first_name":"Dr. Ezekiel Oluwadare","last_name":"Adeleye","domain_name":"independent","page_name":"DrEzekielOluwadareAdeleye","display_name":"Dr. Ezekiel Oluwadare Adeleye","profile_url":"https://independent.academia.edu/DrEzekielOluwadareAdeleye?f_ri=27","photo":"https://0.academia-photos.com/42671092/11474487/18201874/s65_dr._ezekiel_oluwadare.adeleye.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":45,"name":"Business Administration","url":"https://www.academia.edu/Documents/in/Business_Administration?f_ri=27","nofollow":false},{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=27","nofollow":false},{"id":25773,"name":"Operations research and Optimization","url":"https://www.academia.edu/Documents/in/Operations_research_and_Optimization?f_ri=27","nofollow":false},{"id":50140,"name":"Agile Methodologies","url":"https://www.academia.edu/Documents/in/Agile_Methodologies?f_ri=27"},{"id":52329,"name":"General Management","url":"https://www.academia.edu/Documents/in/General_Management?f_ri=27"},{"id":167261,"name":"Production and Operation Management","url":"https://www.academia.edu/Documents/in/Production_and_Operation_Management?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3011245" data-work_id="3011245" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3011245/Berggren_Brulin_Laestadius_1999_Generella_faktorer_eller_handlande_subjekt_Kommentar_till_Gallo_Braconier_och_Henrekson_General_factors_or_networking_subjects_Comments_to_our_critics_">Berggren, Brulin, Laestadius. 1999. Generella faktorer eller handlande subjekt? Kommentar till Gallo, Braconier och Henrekson (General factors or networking subjects? Comments to our critics)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Repliker och kommentarer strider mot en hypotes som Braconier söker härleda ur vår artikel, nämligen att” den regionala utvecklingen inom en nation blivit alltmer ojämn som en följd av att lyckade klusterbildningar utvecklas i vissa... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_3011245" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Repliker och kommentarer strider mot en hypotes som Braconier söker härleda ur vår artikel, nämligen att” den regionala utvecklingen inom en nation blivit alltmer ojämn som en följd av att lyckade klusterbildningar utvecklas i vissa regioner”.(Braconier [1999, s 439]).</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3011245" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="9c467929fdb23a8e5b8ead501b2481fc" rel="nofollow" data-download="{"attachment_id":30956252,"asset_id":3011245,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/30956252/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="79451" href="https://liu-se.academia.edu/ChristianBerggren">Christian Berggren</a><script data-card-contents-for-user="79451" type="text/json">{"id":79451,"first_name":"Christian","last_name":"Berggren","domain_name":"liu-se","page_name":"ChristianBerggren","display_name":"Christian Berggren","profile_url":"https://liu-se.academia.edu/ChristianBerggren?f_ri=27","photo":"https://0.academia-photos.com/79451/22029/20393/s65_christian.berggren.jpg"}</script></span></span></li><li class="js-paper-rank-work_3011245 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3011245"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3011245, container: ".js-paper-rank-work_3011245", }); });</script></li><li class="js-percentile-work_3011245 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 3011245; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_3011245"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_3011245 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="3011245"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 3011245; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=3011245]").text(description); $(".js-view-count-work_3011245").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3011245").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3011245"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="728" href="https://www.academia.edu/Documents/in/Economic_Geography">Economic Geography</a>, <script data-card-contents-for-ri="728" type="text/json">{"id":728,"name":"Economic Geography","url":"https://www.academia.edu/Documents/in/Economic_Geography?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="23565" href="https://www.academia.edu/Documents/in/Regional_Economics">Regional Economics</a>, <script data-card-contents-for-ri="23565" type="text/json">{"id":23565,"name":"Regional Economics","url":"https://www.academia.edu/Documents/in/Regional_Economics?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="75143" href="https://www.academia.edu/Documents/in/Industrial_Clusters">Industrial Clusters</a><script data-card-contents-for-ri="75143" type="text/json">{"id":75143,"name":"Industrial Clusters","url":"https://www.academia.edu/Documents/in/Industrial_Clusters?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3011245]'), work: {"id":3011245,"title":"Berggren, Brulin, Laestadius. 1999. Generella faktorer eller handlande subjekt? Kommentar till Gallo, Braconier och Henrekson (General factors or networking subjects? Comments to our critics)","created_at":"2013-03-15T02:26:23.490-07:00","url":"https://www.academia.edu/3011245/Berggren_Brulin_Laestadius_1999_Generella_faktorer_eller_handlande_subjekt_Kommentar_till_Gallo_Braconier_och_Henrekson_General_factors_or_networking_subjects_Comments_to_our_critics_?f_ri=27","dom_id":"work_3011245","summary":"Repliker och kommentarer strider mot en hypotes som Braconier söker härleda ur vår artikel, nämligen att” den regionala utvecklingen inom en nation blivit alltmer ojämn som en följd av att lyckade klusterbildningar utvecklas i vissa regioner”.(Braconier [1999, s 439]).","downloadable_attachments":[{"id":30956252,"asset_id":3011245,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":79451,"first_name":"Christian","last_name":"Berggren","domain_name":"liu-se","page_name":"ChristianBerggren","display_name":"Christian Berggren","profile_url":"https://liu-se.academia.edu/ChristianBerggren?f_ri=27","photo":"https://0.academia-photos.com/79451/22029/20393/s65_christian.berggren.jpg"}],"research_interests":[{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=27","nofollow":false},{"id":728,"name":"Economic Geography","url":"https://www.academia.edu/Documents/in/Economic_Geography?f_ri=27","nofollow":false},{"id":23565,"name":"Regional Economics","url":"https://www.academia.edu/Documents/in/Regional_Economics?f_ri=27","nofollow":false},{"id":75143,"name":"Industrial Clusters","url":"https://www.academia.edu/Documents/in/Industrial_Clusters?f_ri=27","nofollow":false},{"id":91600,"name":"Desarrollo Regional","url":"https://www.academia.edu/Documents/in/Desarrollo_Regional?f_ri=27"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9956210" data-work_id="9956210" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9956210/Institutions_and_entrepreneurship_development_in_Russia_A_comparative_perspective">Institutions and entrepreneurship development in Russia: A comparative perspective</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9956210" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f2c07bec3d9c3bbdec0a26e5088365ce" rel="nofollow" data-download="{"attachment_id":47593204,"asset_id":9956210,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47593204/download_file?st=MTczMjQyMDM3OCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="24190667" href="https://independent.academia.edu/RutaAidis">Ruta Aidis</a><script data-card-contents-for-user="24190667" type="text/json">{"id":24190667,"first_name":"Ruta","last_name":"Aidis","domain_name":"independent","page_name":"RutaAidis","display_name":"Ruta Aidis","profile_url":"https://independent.academia.edu/RutaAidis?f_ri=27","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_9956210 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9956210"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9956210, container: ".js-paper-rank-work_9956210", }); });</script></li><li class="js-percentile-work_9956210 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9956210; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9956210"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9956210 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9956210"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9956210; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9956210]").text(description); $(".js-view-count-work_9956210").attr('title', description).tooltip(); }); });</script></span><script>$(function() { 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type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="944" href="https://www.academia.edu/Documents/in/Business_Networks">Business Networks</a>, <script data-card-contents-for-ri="944" type="text/json">{"id":944,"name":"Business Networks","url":"https://www.academia.edu/Documents/in/Business_Networks?f_ri=27","nofollow":false}</script><a class="InlineList-item-text" data-has-card-for-ri="10072" href="https://www.academia.edu/Documents/in/Technology_transfer">Technology transfer</a><script data-card-contents-for-ri="10072" type="text/json">{"id":10072,"name":"Technology transfer","url":"https://www.academia.edu/Documents/in/Technology_transfer?f_ri=27","nofollow":false}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9956210]'), work: {"id":9956210,"title":"Institutions and 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peer-to-peer car sharing company in Brazil and was developed as a basis for discussions in the classroom about the process of opportunity identification, business model development and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9135357" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This case aims to discuss the development of a peer-to-peer car sharing company in Brazil and was developed as a basis for discussions in the classroom about the process of opportunity identification, business model development and entrepreneurship.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9135357" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa 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itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="13123541" href="https://ufrj.academia.edu/SergioYates">Sergio Yates</a><script data-card-contents-for-user="13123541" type="text/json">{"id":13123541,"first_name":"Sergio","last_name":"Yates","domain_name":"ufrj","page_name":"SergioYates","display_name":"Sergio Yates","profile_url":"https://ufrj.academia.edu/SergioYates?f_ri=27","photo":"https://0.academia-photos.com/13123541/5677537/6459009/s65_sergio.yates.jpg_oh_1e688aa91d3e515cf0dd6f85c56f13e2_oe_54dfc224___gda___1425177754_734ce35f0322b3bb42f25a1ba77f603c"}</script></span></span></li><li class="js-paper-rank-work_9135357 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9135357"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9135357, container: 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