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Journal articles on the topic 'Business founding'

Author: Grafiati

Published: 28 June 2021

Last updated: 11 February 2022

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1

Dastidar, Surajit Ghosh. "Phanindra Sama: founding redBus." Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–7. http://dx.doi.org/10.1108/20450621211301057.

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Subject area The case is suitable for a course on entrepreneurship. Study level/applicability The case is suitable for analysis in a MBA level course on entrepreneurship where the theories of opportunity recognition and exploitation can be introduced. Case overview Phanindra Sama, was the founder and CEO of redBus.in, the largest bus ticketing company in India selling around 220 million tickets per year and serving over 10,000 bus routes. The case describes the progressive journey of Phanindra as an entrepreneur in discovering and exploiting opportunities in India's fragmented bus industry. He had won many accolades in this process that included Global Shaper 2011 of the World Economic Forum and Entrepreneur of the year award under IT/ITES category by ETNow in 2011. In February 2012 redBus was listed in the world's top 50 most innovative companies by US business magazine Fast Company along with companies like Apple, Facebook, Google and Starbucks. While Phanindra was happy with the fact that there were 700 bus operators currently on the redBus network, several questions ran across his mind about the future of redBus. Is the current business model scalable? What might be the challenges that emerge in managing growth and scalability of such a business proposition? Is there a potential for a new business opportunity in scaling up? Expected learning outcomes To understand the factors that constitutes entrepreneur's alertness such as personality traits, social networks, prior knowledge. To understand the importance of entrepreneur's alertness for identifying business opportunities. To understand types of entrepreneurial opportunities. To understand the opportunity identification triad: recognition, development and evaluation. To understand how to develop a business idea into a viable business proposition. Social implications The case will provide sufficient insights for a budding entrepreneur to identify and exploit opportunities and become a successful entrepreneur. Supplementary materials Teaching notes are available, please consult your librarian to access.

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2

KESSLER, ALEXANDER, CHRISTIAN KORUNKA, HERMANN FRANK, and MANFRED LUEGER. "PREDICTING FOUNDING SUCCESS AND NEW VENTURE SURVIVAL: A LONGITUDINAL NASCENT ENTREPRENEURSHIP APPROACH." Journal of Enterprising Culture 20, no. 01 (March 2012): 25–55. http://dx.doi.org/10.1142/s0218495812500021.

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Based on a model consisting of (1) indicators related to the entrepreneurial person, (2) resource/environment indicators, and (3) founding process indicators, this paper examines founding success (who ultimately started up a business?) and new venture success/failure (which businesses survived?) in nascent businesses. The study analyzes a sample of 227 nascent entrepreneurs in Austria observed over a period of seven years. We find that characteristics of the person (i.e., risk-taking) affect founding success, but not survival. At the same time, resource and environment aspects did not show an effect on founding success or survival. Finally, we find that aspects of the founding process serve to explain both founding success and survival.

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3

Cramton, Catherine Durnell. "Is Rugged Individualism the Whole Story? Public and Private Accounts of a Firm's Founding." Family Business Review 6, no. 3 (September 1993): 233–61. http://dx.doi.org/10.1111/j.1741-6248.1993.00233.x.

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This article compares public and private accounts of the creation of a retail sales business. The two sets of accounts are examined from the perspectives of literature on entrepreneurial activity and literature on family systems theory. The two theoretical perspectives explain the salience of different facts regarding the founding of the business. The article also questions the legitimacy of privileging certain types of accounts of business foundings over other types.

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4

Ciao, Biagio. "Business founding in biotech industry: process and features." Management Research Review 43, no. 10 (May 11, 2020): 1183–219. http://dx.doi.org/10.1108/mrr-04-2019-0170.

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Purpose This paper aims to construct a process model of business founding in the biotech industry. Design/methodology/approach An inductive method is used, and five case studies analyzed. Data are coded by applying Gioia’s method. Findings Aspirant entrepreneurs conduct resource analysis and industry analysis to formulate research and development targets. They perform transactions and networks because they require resources, and they then deploy and coordinate these resources. Such coordination generates activities with social and financial impacts. Research limitations/implications The results are specific to the biotech industry. A future study could examine business founding processes in other industries (e.g. entertainment, fashion, public utilities and sport). Additionally, the paper argues that during the founding process entrepreneurs show little concern for knowledge-sharing risk, as they want to collaborate to implement their ideas. Quantitative papers could test the consequences of such behavior. Practical implications The process model provides insights into aspirant founders on how to start a business in the biotech industry. Originality/value The paper shows: the differences between the founding process in the biotech industry versus other industries; and the shape of the Bower–Burgelman model in the context of biotech business founding. The paper delineates how private companies discover competencies in the public sector; a model of technology transfer from public to private sector; entrepreneurs’ absence of risk perceptions regarding knowledge-sharing during founding; and how conferences can serve as vehicles for benchmarking in networking.

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5

Sine, Wesley D., Heather A. Haveman, and Pamela S. Tolbert. "Risky Business? Entrepreneurship in the New Independent-Power Sector." Administrative Science Quarterly 50, no. 2 (June 2005): 200–232. http://dx.doi.org/10.2189/asqu.2005.50.2.200.

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Building on sociological research on institutions and organizations and psychological research on risk and decision making, we propose that the development of institutions that reduce the risks of entering new sectors has a stronger effect on the founding rates of firms using novel technologies than on firms using established technologies. In an analysis of the independent-power sector of the electricity industry from 1980 to 1992, we found that the development of regulative and cognitive institutions legitimated the entire sector and provided incentives for all sector entrants; thus, foundings of all kinds of firms multiplied rapidly but had a stronger impact on those using risky novel technologies. In contrast, the central normative institutions that developed in this sector, state-level trade associations, provided greater support for particular forms (those using established technologies) and thus increased foundings of those favored forms more than foundings of less favored forms (those using novel technologies). Our study demonstrates how institutional forces can alter the mix of organizations entering a new industry and thus contribute to diversity, as well as similarity, among organizations.

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6

Kelley, Donna J., and Mark P. Rice. "Advantage beyond founding." Journal of Business Venturing 17, no. 1 (January 2002): 41–57. http://dx.doi.org/10.1016/s0883-9026(00)00053-7.

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7

Burt, Ronald S., and Sonja Opper. "Early Network Events in the Later Success of Chinese Entrepreneurs." Management and Organization Review 13, no. 3 (September 2017): 497–537. http://dx.doi.org/10.1017/mor.2017.30.

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ABSTRACTWe trace the social networks around Chinese entrepreneurs back to their firm's founding to learn about the role early events play in the later success of a business. We use name generator questions paired with career history questions to identify ‘event contacts’ missed by the usual focus on current business. We draw four conclusions from interviews with a large, stratified random sample of entrepreneurs: (1) Relations with event contacts stand out forguanxiqualities of high trust relatively independent of the surrounding network structure, and are critical to distinguishing more successful entrepreneurs from the less successful. (2) The substance of a significant event matters less than the fact that the entrepreneur deems it significant. (3) When family is turned to for support it is most likely at founding, but family is not the usual source of support at founding. Rather, entrepreneurs turn to people they have known for many years, typically people beyond the entrepreneur's family. (4) The transition from founding to first significant event stands out as distinctly consequential for later success. Entrepreneurs who turn for help on their first significant event to a person separate from, but especially close to, the founding contact are more successful in their business development. That early move is not visible in the later network around the entrepreneur.

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8

Harvey, Michael, and Rodney E. Evans. "Family Business and Multiple Levels of Conflict." Family Business Review 7, no. 4 (December 1994): 331–48. http://dx.doi.org/10.1111/j.1741-6248.1994.00331.x.

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Family businesses are fertile fields for conflict. The influence of the founding families on the basic tenets and culture of the company may be unparalleled in business. When attempts are made to modify the family business as it progresses to another stage of development, conflict may arise. Due to the verlay of the company culture and individual family units, the means to resolve conflict becomes a very intricate process. This article examines a means to predict conflict relative to the phases of development of a family business. In addition, multiple levels of conflict are examined as well as the appropriate resolution process for the differing levels of conflict.

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9

Sheehan, Colleen A., and William Lee Miller. "The Business of May Next: James Madison and the Founding." Journal of Interdisciplinary History 25, no. 4 (1995): 719. http://dx.doi.org/10.2307/205827.

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10

Onuf, Peter S., William Lee Miller, and Drew R. McCoy. "The Business of May Next: James Madison and the Founding." Journal of the Early Republic 13, no. 2 (1993): 264. http://dx.doi.org/10.2307/3124097.

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11

Sheridan, Eugene R., and William Lee Miller. "The Business of May Next: James Madison and the Founding." American Historical Review 99, no. 2 (April 1994): 640. http://dx.doi.org/10.2307/2167450.

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12

Block, S. A. "Multiparty Competition, Founding Elections and Political Business Cycles in Africa." Journal of African Economics 12, no. 3 (September 1, 2003): 444–68. http://dx.doi.org/10.1093/jae/12.3.444.

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13

Prince, Carl E., William Lee Miller, and Jack N. Rakove. "The Business of May Next: James Madison and the Founding." William and Mary Quarterly 50, no. 2 (April 1993): 452. http://dx.doi.org/10.2307/2947096.

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14

Banning, Lance, and William Lee Miller. "The Business of May Next: James Madison and the Founding." Journal of Southern History 59, no. 3 (August 1993): 531. http://dx.doi.org/10.2307/2210019.

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15

Hird, Andrew P. "The Impact of Entrepreneurial Cognition on the Founding and Survival of New Small Businesses." Industry and Higher Education 26, no. 6 (December 2012): 453–60. http://dx.doi.org/10.5367/ihe.2012.0124.

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This paper reports on an investigation into nascent entrepreneurship. Developing and sustaining a new business is a complex and uncertain process, and different types of individuals react to this uncertainty in different ways. It is argued that cognitive factors play a crucial role. Validated and reliable psychometric instruments were administered to 119 nascent entrepreneurs in the UK. The respondents were tracked through the nascent phase, business launch and to six months after launch. The findings indicate that cognitive style is not a predictor of nascent entrepreneurship but that it is highly influential in the process of founding a business. Both intuitive and analytic nascent entrepreneurs started businesses and cognitive style did not affect survival rates, but the process of business formation and survival developed in different ways. Most research to date has argued that an intuitive cognitive style is associated with the necessary characteristics for launching an entrepreneurial venture. It is possible that this conclusion has been drawn because most studies have been conducted among existing entrepreneurs. The findings of the present study indicate that, at the nascent stage of entrepreneurship, and particularly among inexperienced nascent entrepreneurs, this assertion is open to challenge. An awareness of an entrepreneur's cognitive style may assist those who seek to support and advise the nascent entrepreneur, but may also help individual entrepreneurs to recognize their strengths and weaknesses and, so, to develop appropriate strategies for business launch and survival.

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16

Karofsky, Paul I. "Interview with Dr. William O’Hara." Family Business Review 16, no. 3 (September 2003): 221–23. http://dx.doi.org/10.1177/08944865030160030701.

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Dr. William O’Hara, the executive director of Bryant College’s Institute for Family Enterprise (IFE), answers questions dealing with many aspects of his life. By founding the IFE and continually adapting it to the condition of the marketplace, O’Hara maintains a commitment to expanding the knowledge of the family business community. O’Hara’s new research into the history of family businesses hints at an underlying framework that is still applicable today. He spoke with Paul I. Karofsky, executive director of Northeastern University’s Center for Family Business.

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17

Littunen, Hannu. "Management Capabilities and Environmental Characteristics in the Critical Operational Phase of Entrepreneurship—A Comparison of Finnish Family and Nonfamily Firms." Family Business Review 16, no. 3 (September 2003): 183–97. http://dx.doi.org/10.1177/08944865030160030401.

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This study seeks to clarify which factors associated with the start-up and critical operational phase of family and nonfamily firms influence the ability of those firms to survive over the critical first three years of their existence. In search of potential differences in the structural characteristics between these two types of firms, this study compares owners of Finnish family and nonfamily businesses in motives for founding the firm, characteristics of the local environment, changes in strategic factors, changes in networks, and differences in style of management. The findings revealed marked differences in individuals’ motives for founding a business: for family business owners, the presence of negative situational factors were the more important motivating and precipitating factors in creating a new business. With respect to style of management, in a typical family enterprise, ownership, management, and family are combined in a single entity. In the surviving nonfamily firms, entrepreneurial teams were found to be important in bringing the skills needed for the strategy-development process. Finally, family firms were most commonly located in the capital area, although some were also found in rural areas, whereas nonfamily firms were most commonly found in service center regions.

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18

Ciuchta, Michael P., Anne S. Miner, June-Young Kim, and Jay O’Toole. "Founding logics, technology validation, and the path to commercialization." International Small Business Journal: Researching Entrepreneurship 36, no. 3 (November 21, 2017): 307–30. http://dx.doi.org/10.1177/0266242617741534.

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Considerable research has demonstrated that small- and medium-sized enterprises (SMEs) who obtain institutionalized third-party endorsements experience higher performance. In this study, we develop an important boundary condition around this process. Drawing on institutional logics, we introduce the novel concept of founding logics. We then develop and test a theory in which founding logics play a role in both an SME’s decision to seek a third-party endorsement for the firm’s technology and then the likelihood that the SME will generate revenues based on the technology receiving the endorsement. Notably, our theory and results suggest that a founding logic that may compel an SME to seek technology validation can also impede the SME’s ultimate commercialization ability.

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19

Tsao, Chiung-Wen, Shyh-Jer Chen, Chiou-Shiu Lin, and William Hyde. "Founding-Family Ownership and Firm Performance." Family Business Review 22, no. 4 (July 24, 2009): 319–32. http://dx.doi.org/10.1177/0894486509339322.

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The controversial findings of both high and low performance for family-controlled public firms offer a unique context in which to study the moderating role of high-performance work systems (HPWS) on founding-family ownership effects. In a sample of Taiwan-based public firms, founding-family ownership was found not to be associated with firm performance. However, when the level of HPWS facing family ownership was accounted for, the results showed that the relationship between founding-family ownership and firm performance is significantly negative for companies with lower levels of HPWS but is significantly positive for companies with higher levels of HPWS.

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20

Loukacheva, Natalia. "The Arctic Economic Council – the Origins." Yearbook of Polar Law Online 7, no. 1 (December 5, 2015): 225–48. http://dx.doi.org/10.1163/2211-6427_010.

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On 2 September 2014, in the Canadian town of Iqaluit – the territorial capital of Nunavut – the founding meeting of the Arctic Economic Council took place. By relying on founding documents, interviews with stakeholders who were engaged in the development of the concept of the Council, and by following the process of its establishment, the author examines why the Arctic Council established this new independent body. The article looks back at the history of the Arctic Council’s relationships with business and examines what the objectives of the new Arctic Economic Council are. It also explores how the new council will do business and concludes by posing questions about how the Council might facilitate economic development, entrepreneurship, a new vision and dialogue, and generally how it can best serve the circumpolar business community, Northern and Indigenous stakeholders.

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21

Ghosh Dastidar, Surajit. "Chandra Shekhar Ghosh: founding Bandhan." Emerald Emerging Markets Case Studies 8, no. 4 (November 2, 2018): 1–18. http://dx.doi.org/10.1108/eemcs-09-2017-0234.

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Learning outcomes To understand social entrepreneurship and a social entrepreneur; to identify a social problem and develop a business idea; to understand the theory of entrepreneurial opportunity recognition; and to understand microfinance and its impact in the lives of the poor. Case overview/synopsis The case traces the journey of its founder Chandra Shekhar Ghosh from being a small time entrepreneur in microfinance to being the owner of a universal bank named Bandhan. Bandhan bank started its operations on August 23, 2015 with 501 branches, 2022 service center and 50 ATMs across 24 states. It had 14.3 million accounts, around 105 billion loan book and 19,500 employees. The founder of Bandhan bank, Chandra Shekhar Ghosh, an Ashoka fellow had won numerous awards such as Entrepreneur with Social Impact Award by Forbes (2014), Entrepreneur of the Year by Economic Times (2014), Skoch Financial Inclusion Award (2011), Entrepreneur of the Year Award (2014) by AIMA to name a few. In 2014, Bandhan was also recognized as Global Growth Company by World Economic Forum. Complexity academic level The case is suitable for analysis in a MBA level course on social entrepreneurship. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship.

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Gruner, Herbert. "ENTREPRENEURSHIP IN GERMANY AND THE ROLE OF THE NEW SELF‐EMPLOYED." Journal of Business Economics and Management 7, no. 2 (June 30, 2006): 59–67. http://dx.doi.org/10.3846/16111699.2006.9636124.

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In the following article we show the meaning of entrepreneurship and self employment for the German economy after the reunification. We flashlight the German founding boom since 2003, as new labour market policy instruments have been developed and financed. On the basis of three regional investigations we compared the new self‐employed according to: social and vocational‐biographical development, motivation and nature of business founded, founding qualifications and qualification strategies.

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23

Kurlander, Yahel, and Noga Efrati. "Our herstory: Beit Hillel's founding mothers." International Journal of Entrepreneurship and Small Business 37, no. 4 (2019): 573. http://dx.doi.org/10.1504/ijesb.2019.10023245.

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Kurlander, Yahel, and Noga Efrati. "Our herstory: Beit Hillel's founding mothers." International Journal of Entrepreneurship and Small Business 37, no. 4 (2019): 573. http://dx.doi.org/10.1504/ijesb.2019.101702.

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25

Sarfati, Gilberto Sarfati Gilberto, Thomaz Martins, and Gabriel Akel Abrahão. "Clashes Among Founding Partners: How Entrepreneurs Overcome Conflicts?" Revista de Empreendedorismo e Gestão de Pequenas Empresas 9, no. 4 (September 18, 2020): 502. http://dx.doi.org/10.14211/regepe.v9i4.1895.

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Objective: Conflicts have negative impacts on organizational performance and can lead to company mortality. The GVentures Accelerator, from the School of Business Administration of São Paulo (EAESP-FGV) identified that several startups that failed during and after the acceleration process had conflicts among the founding partners. This work aims to understand why some entrepreneurial teams in a pre-seed stage are able to overcome conflicts while others are not Methodology: We conducted a case study of 9 accelerated startups using in-depth interviews with 20 founding partners, and the interviews were followed by the codification and analysis of the cases with support from the manager responsible for the accelerator.Results: The research concludes that operational conflicts that escalate to affective conflicts due to disagreements in the process of giving and receiving feedback and/or mistrust between partners can lead to the dissolution of a company. On the other hand, founding members, even if they experience affective conflicts, are able to overcome the problems using the strategies of taking a step aside, giving in and putting their egos aside. It was also identified that the acceleration process tends to exacerbate the operational conflicts between founding partners.Theoretical/methodological contributions: The research contributes to the literature about founding teams by pointing out that operational conflict does not necessarily lead to the dissolution of the organization or closing the business, but operational conflicts that intensify to affective conflicts due to disagreements in the process of giving and receiving feedback and/or distrust among partners can lead to the dissolution of the organizationRelevance/originality: Founding teams are the backbone of any company. In spite of several articles discussing team conflict little is known about why some entrepreneurial team are able to overcome conflicts while other not. Moreover, also little is known about the role accelerators play in these conflicts.Social/management contribution: The conclusions about the strategies for managing founding team conflicts: taking a step aside, giving in and putting their egos aside; may be very useful for both entrepreneurs and accelerators’ management team in dealing with conflicts among founders.

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26

Dailey, Maceo Crenshaw. "The Business Life of Emmett Jay Scott." Business History Review 77, no. 4 (2003): 667–86. http://dx.doi.org/10.2307/30041233.

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Emmett Jay Scott was private secretary to Booker T. Washington and later became secretary treasurer of Howard University. He was involved in numerous business activities, ranging from the establishment of the National Negro Business League to the founding of an investment clearing-house, an insurance company, and an overseas trading firm. Scott also promoted the black township of Mound Bayou and backed African American entertainment enterprises. His business activities were largely unheralded, and the frustrations he encountered illustrate both the obstacles and the opportunities for black entrepreneurs in the first half of the twentieth century.

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McConaughy, Daniel L. "Family CEOs vs. Nonfamily CEOs in the Family-Controlled Firm: An Examination of the Level and Sensitivity of Pay to Performance." Family Business Review 13, no. 2 (June 2000): 121–31. http://dx.doi.org/10.1111/j.1741-6248.2000.00121.x.

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This study examines CEO compensation in 82 founding-family-controlled firms; 47 CEOs are members of the founding family and 35 are not. It tests the family incentive alignment hypothesis, which predicts that family CEOs have superior incentives for maximizing firm value and, therefore, need fewer compensation-based incentives. Univariate and multivariate analyses show that family CEOs' compensation levels are lower and that they receive less incentive-based pay—confirming the family incentive alignment hypothesis and suggesting the possible need for family firms to increase CEO compensation when they replace a founding family CEO with a nonfamily-member CEO.

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Perkins, Edwin J. "Founding choices: American economic policy in the 1790s." Business History 53, no. 4 (July 2011): 649–51. http://dx.doi.org/10.1080/00076791.2011.593803.

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29

Crookall, David. "The founding of modern simulation/gaming." Simulation & Gaming 43, no. 1 (February 2012): 5–14. http://dx.doi.org/10.1177/1046878112437916.

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30

Randøy, Trond, Clay Dibrell, and Justin B. Craig. "Founding family leadership and industry profitability." Small Business Economics 32, no. 4 (March 12, 2008): 397–407. http://dx.doi.org/10.1007/s11187-008-9099-9.

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31

Yang, Tiantian, Jiayi Bao, and Howard Aldrich. "The Paradox of Resource Provision in Entrepreneurial Teams: Between Self-Interest and the Collective Enterprise." Organization Science 31, no. 6 (November 2020): 1336–58. http://dx.doi.org/10.1287/orsc.2019.1354.

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Viewing entrepreneurship as a form of collective action, this paper investigates the tension between an entrepreneurial team’s reliance on collective efforts for achieving success and individual members’ tendencies to withhold their personal resources. We argue that the precarious nature of the early founding stage and the difficulty of redeploying some resources for other uses amplify the risk of early-stage resource contributions and may lead to team members withholding resources or even free riding. Two conditions may help overcome such collective action problems: adopting a formal contract to specify rewards and sanctions and encouraging reciprocal exchange among team members through the lead entrepreneur’s voluntary contributions. Analyzing a nationally representative multiwave panel study of entrepreneurial teams in the United States, we show that early-stage team members are reluctant to provide resources tailored to the business, even though such resources are critical to venture survival. We find that presigned formal contracts and founding entrepreneurs’ initial contributions make members’ contributions of such resources much more likely. Lead entrepreneurs’ voluntary contributions to their businesses, signified by their provision of resources that impose high risks on themselves but increase the viability of the business, help mitigate collective action problems within entrepreneurial teams.

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32

Bogatyreva, Karina, and Galina Shirokova. "From Entrepreneurial Aspirations to Founding a Business: The Case of Russian Students." Foresight and STI Governance 11, no. 3 (June 29, 2017): 25–36. http://dx.doi.org/10.17323/2500-2597.2017.3.25.36.

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33

Lee, Jim. "Family Firm Performance: Further Evidence." Family Business Review 19, no. 2 (June 2006): 103–14. http://dx.doi.org/10.1111/j.1741-6248.2006.00060.x.

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This article empirically investigates the competitiveness and stability of family-owned firms relative to firms owned by diverse shareholders. Founding families are present in about one-third of the S&P 500—the sample of this study. Data gathered over the 1992—2002 period confirm that family firms tend to experience higher employment and revenue growth over time and are more profitable. Regression analysis also supports that firm performance improves when founding family members are involved in management. Although evidence on the relative stability in employment among family firms over the long run is tenuous, data from the most recent recession support the role that founding families play in maintaining employment stability during temporary market downturns.

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Han, Yi, and Enying Zheng. "Why Firms Perform Differently in Corporate Social Responsibility? Firm Ownership and the Persistence of Organizational Imprints." Management and Organization Review 12, no. 3 (July 22, 2016): 605–29. http://dx.doi.org/10.1017/mor.2016.9.

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ABSTRACTThis article analyzes the effects of firms’ founding ownership in shaping their corporate social responsibility (CSR) performance in China. Drawing on a nationwide survey of 1,037 representative manufacturing firms in 12 cities, we specify the imprinting effects of firms’ founding ownership on labor and environmental protections, two important CSR practices. Our results show that state-owned enterprises (SOEs) founded during the state socialist period, regardless of their restructuring experience in the market reform era, continued to implement pro-labor practices. Moreover, even the SOEs founded in the market reform era provided better labor protection than non-SOEs founded during the same time. In contrast, the founding imprints of environmentalism in the reform era for non-SOEs, especially thede novoprivate firms, explain why they spent more than SOEs in environmental protection. We extend the organizational imprinting theory by highlighting the importance of firms’ founding ownership imprints and in shaping their current CSR performance.

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Schleinkofer, Michael, and Jürgen Schmude. "Determining factors in founding university spin-offs." International Journal of Entrepreneurship and Small Business 18, no. 4 (2013): 400. http://dx.doi.org/10.1504/ijesb.2013.053484.

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36

Giubboni, Stefano. "Freedom to conduct a business and EU labour law." European Constitutional Law Review 14, no. 1 (March 2018): 172–90. http://dx.doi.org/10.1017/s157401961800007x.

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Critical-contextual analysis of case law of the European Court of Justice on employers’ contractual freedom – Fundamental right to be immunised against the alleged disproportional protection enjoyed by employees – Progressive ideological overthrow of the original constitutional assumptions of the founding treaties – Prominent example of ‘displacement of social Europe’ – Court of Justice’s case law on the relationship between freedom to conduct a business and labour law – Neoliberal understanding of the freedom of enterprise – Alternative interpretation of Article 16 of the EU Charter of Fundamental Rights

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37

Schendel, Dan, and Michael Hitt. "A note from the founding editors." Strategic Entrepreneurship Journal 4, no. 4 (December 2010): 269–70. http://dx.doi.org/10.1002/sej.95.

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38

Panda, Bijaya Kumar. "Application of business model innovation for new enterprises." Journal of Management Development 39, no. 4 (November 7, 2019): 517–24. http://dx.doi.org/10.1108/jmd-11-2018-0314.

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Purpose The purpose of this paper is to study the details of new age digital business using a freemium business model. Design/methodology/approach Study of the various prospects of various digital business firms like revenues, customer base, share price, ranks. Uses of freemium business model to hold on to existing customers and attract new customers. Findings Innovative service or product offerings and growth strategy is the base of this business model. So businesses must assess innovation strategy before deciding whether to opt the freemium business model or not. Retaining the existing user and constant addition of new users are the founding stone of the freemium business model. So, the value offerings have to be well perceived by the customer so that switching costs will be increased for them and the customer will remain loyal. Originality/value Analyzing consumer behavior with recent analytical tools and techniques such as web analytics, bigdata analytics are required in order to get deeper market knowledge. It is crucial to get the knowledge of recent trends of markets, the perception of customer and customer’s journey mapping in order to run a business with freemium model.

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Sitkin, Alan. "Green business and local economies." Soundings 72, no. 72 (August 1, 2019): 133–44. http://dx.doi.org/10.3898/soun.72.09.2019.

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The article focuses on how the green agenda can be progressed through practical steps at the local government level. The author draws on his time as a councillor in the London Borough of Enfield, where he combined his interests in regeneration and sustainability. He argues that environmental sustainability should be viewed as a prime policy consideration in all levels of government; and that a green business logic should be applied when assessing the viability of initiatives in this area. Local government is in a relatively good position for green business investment. However, the sums of money required mean that external counterparts and commercial interests are also needed. The article describes initiatives to support the local private green-tech sector, and the founding of a low-carbon heat-from-waste company, energetik, whose next stage involves building an energy centre adjacent to the North London Waste Authority's waste facility.

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Baum, Joel A. C., and Christine Oliver. "Toward An Institutional Ecology of Organizational Founding." Academy of Management Journal 39, no. 5 (October 1996): 1378–427. http://dx.doi.org/10.5465/257003.

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Audretsch, David B., T. Taylor Aldridge, and Mark Sanders. "Social capital building and new business formation." International Small Business Journal: Researching Entrepreneurship 29, no. 2 (April 2011): 152–69. http://dx.doi.org/10.1177/0266242610391939.

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The article tracks potential employees (team members), university scientists (advisors) and venture capitalists (investors) who participated in a two-day workshop at Stanford University. The three groups are identified as either having preexisting professional interactions with the other two groups prior to attending the initial workshop, or having met for the first time at the workshop. The groups are then tracked over time for entrepreneurial activity. Positive relationships are found for groups who had preexisting professional interactions for founding a firm after the workshop. The article argues that innovation accelerators, such as the Stanford University workshop, offer invaluable social capital building opportunities to accelerate needed trust and tacit knowledge requisite for new firm formation.

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Bruneel, Johan, Bart Clarysse, and Erkko Autio. "The role of prior domestic experience and prior shared experience in young firm internationalization." International Small Business Journal: Researching Entrepreneurship 36, no. 3 (October 23, 2017): 265–84. http://dx.doi.org/10.1177/0266242617733315.

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This article examines how the prior domestic experience of a founding team influences an entrepreneurial firm’s ability to grow international sales. We argue that such experience leads to domestic mind-sets, which limit a team’s ability to perceive and interpret international stimuli and impact negatively upon international sales growth. Previous studies have overlooked the shared component of such experience. Prior shared experience allows ventures to learn faster from internationalization as a result of team familiarity and transactive memory systems. In uncertain environments, such as geographically distant regions, ventures that have founding teams with prior shared experience are able to outperform those without such experience.

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Busch, Paul S. "JBBMat 21 with a Tribute to David T. Wilson: Founding Editor of theJournal of Business-to-Business Marketing." Journal of Business-to-Business Marketing 22, no. 1-2 (April 3, 2015): 59–66. http://dx.doi.org/10.1080/1051712x.2015.1020241.

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Karaevli, Ayse, and B. Burcin Yurtoglu. "Founding family effects on business group growth: Longitudinal evidence from Turkey (1925–2012)." Long Range Planning 51, no. 6 (December 2018): 831–64. http://dx.doi.org/10.1016/j.lrp.2017.08.003.

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Paruchuri, S., and P. Ingram. "Appetite for destruction: the impact of the September 11 attacks on business founding." Industrial and Corporate Change 21, no. 1 (January 23, 2012): 127–49. http://dx.doi.org/10.1093/icc/dtr075.

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de Jong, Jeroen P. J., and Orietta Marsili. "Founding a Business Inspired by Close Entrepreneurial Ties: Does It Matter for Survival?" Entrepreneurship Theory and Practice 39, no. 5 (December 6, 2013): 1005–25. http://dx.doi.org/10.1111/etap.12086.

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Wilson, Nick, Mike Wright, and Ali Altanlar. "The survival of newly-incorporated companies and founding director characteristics." International Small Business Journal: Researching Entrepreneurship 32, no. 7 (February 25, 2013): 733–58. http://dx.doi.org/10.1177/0266242613476317.

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Hansen, Eric L., and Barbara J. Bird. "The Stages Model of High-Tech Venture Founding: Tried but True?" Entrepreneurship Theory and Practice 22, no. 2 (January 1998): 111–22. http://dx.doi.org/10.1177/104225879802200208.

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Recent large sample studies of start-up event sequences reported more stochasticity at a population level of analysis than the stages model would have predicted. This study examined a random sample of 18 technology-intensive start-ups in manufacturing and business service industries and found examples of both the stages model and an alternative. Stages model start-ups significantly outperformed the others.

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LEE, LENA, and POH-KAM WONG. "ATTITUDE TOWARDS ENTREPRENEURSHIP EDUCATION AND NEW VENTURE CREATION." Journal of Enterprising Culture 11, no. 04 (December 2003): 339–57. http://dx.doi.org/10.1142/s0218495803000111.

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Does an individual's positive attitude towards entrepreneurship education promote the growth of new ventures? It appears that it does. The empirical results presented in this paper support a prima facie claim that a relationship exists between attitude towards entrepreneurial education and business start-up. The aim of this paper is to investigate the hypothesised positive relationship between new venture founding and attitude towards entrepreneurial education (AEE). Limited if any research on new venture founding in the past has explored the contribution of AEE in business start-ups. A survey is carried out on a large sample (more than 15,000) of tertiary students residing in Singapore. In analysing the dataset, we have controlled for various factors in the regression analysis. Due to the limitations of our study, we are cautious not to assert any causal link between these 2 variables. The implications of the results to policy makers and educators are discussed along with suggestions for future research in order to refine our present understanding of these relationships.

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Akume, Ben, and Osarumwense Iguisi. "Developing capabilities for sustainability in family owned SMEs: An emerging market scenario." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 6 (October 26, 2020): 24–36. http://dx.doi.org/10.20525/ijrbs.v9i6.840.

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The academic discourse on ‘family’ perpetuity in family-owned businesses (FOB) is still burgeoning. Current findings suggest the importance of family control and family inter-generational sustainability in family-owned businesses. Though literature in family perpetuity and sustainability is well documented from the advanced economies, there is a scarcity of insights from emerging markets where this research relates. The study, therefore, sought to investigate, understand and interpret the underlying drivers of sustainability in small and medium family businesses using the stewardship theory paradigm and relying on evidence from an emerging market economy the Nigerian family business environment. A qualitative method with 41 in-depth interviews involving owners and managers of family-owned small and medium businesses was conducted. The study empirically shows that there is an interrelationship between family structure and business sustainability, hence the practice of polygamy was found to be inimical to family business success and sustainability. The study also showed that the element of spirituality arising from the ideals and values of the owning family is a significant factor for ensuring family wellbeing and business sustainability, and founding owner characteristics (industry experience) and impacts positively on the business performance and continuity. The study confirmed that the stewardship of non-family member employees within the business is provisional stewardship as non-family members rely on other incentives from the owning family members to behave as stewards. Building on the stewardship theory, the paper develops a model of sustainability for small and medium family businesses. The study contributes to the theoretical literature on stewardship and family business sustainability

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