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By integrating the resource management perspective and the optimal distinctiveness perspective, the purpose of this paper is to explain how firms configure their managerial ties and competences to identify entrepreneurial opportunities.

Using survey data collected from 238 firms in a transition economy, this paper tests a model of firms’ exploration and exploitation competences under which managerial ties promote or constrain opportunity discovery.

The paper finds that managerial ties are positively related to opportunity discovery. More importantly, competence exploration strengthens the impact of business ties on opportunity discovery, whereas it weakens the impact of political ties. On the contrary, competence exploitation strengthens the effect of political ties on opportunity discovery, whereas it weakens the impact of business ties.

First, the findings enrich the social network perspective of opportunity recognition by linking managerial social ties to opportunity discovery in the context of a transition economy. Second, this paper adds to current understanding of the resource management perspective and the optimal distinctiveness perspective by exploring the fit between different managerial ties (business ties vs political ties) and different competences (exploration vs exploitation) in contributing to opportunity discovery.

This paper aims to investigate the mediating role of founders/managers’ logic of control in transforming experiential knowledge and human capital into successful international performance of small- and medium-sized enterprises.

Using a quantitative methodology, this study used hierarchical regression analysis to test the hypotheses.

Drawing upon effectuation theory, the study proposed and found empirical evidence for the logic of control as an important mechanism that transforms experiential knowledge and human capital into international performance.

This study contributes to the international entrepreneurship (IE) research by investigating how the application of logic of control by SME founders/managers enables them to make use of their experiential knowledge and human capital as important intangible means to achieve successful international performance. The study tested the model in New Zealand wherein SMEs play a central role in economic development and depend heavily on international markets for survival and growth.

There is a dearth of research on how immigrants' cognitive attributes influence their willingness to be self-employed. To offset this paucity, the current study draws on the insights of social cognitive theory (SCT) to examine the immigrants' entrepreneurial alertness.

The authors hired Qualtrics to recruit educated, working immigrants in the USA and tested the hypotheses using a sample of 555 highly educated, employed immigrants from 92 home countries.

This study finds that immigrants' cognitive cultural intelligence (CQ) contributes to entrepreneurial alertness in a positive way. In addition, immigrants' perceived environmental differences and global identity positively moderate the relationship between cognitive CQ and entrepreneurial alertness.

This research provides a clear picture of how cognitive CQ impacts immigrants' entrepreneurial alertness; thus, the findings of this study offer ample implications for policymakers. By applying SCT, the current study extended research on immigrants' entrepreneurial alertness by shifting the focus from their individual (e.g. demographic background) or family characteristics to their cognitive attributes. This study suggests that policymakers and entrepreneurship education programs in the U.S.A. should consider offering various types of cultural training programs.

The authors probe the relationships between country institutional support for entrepreneurship and new venture survival. Specifically, the authors unpack the nuanced influences of entrepreneurs' perceived environmental uncertainty and their subsequent entrepreneurial behavioral profiles and how this particularly bolsters venture survival in contexts with underdeveloped institutions for entrepreneurship.

Coleman (1990) ‘bathtub’ framework is applied to develop a model and propositions surrounding how and when emerging market entrepreneur's perceptions of their countries institutional support toward entrepreneurship can ultimately enhance new venture survival.

Entrepreneurs' interpretations of regulatory, cognitive and normative institutional support for private enterprise helps them embrace uncertainties more accurately reflective of “on the ground” realities and stimulates constructive entrepreneurial behaviors. These are critical for increasing survival prospects in characteristically turbulent, emerging market contexts that typically lack reliable formal resources for cultivating nascent ventures.

This paper has implications for international policymakers seeking to stimulate and sustain entrepreneurial ventures in emerging markets. The authors shed light on the practical importance of understanding the social realities and interpretations of entrepreneurs in a given country relating to their actual perceptions of support for venturing—cautioning a tendency for outsiders to over-rely on aggregated econometric indices and various national ‘doing business' rankings.

This study is the first to create a conceptual framework on the mechanisms of how entrepreneurs in emerging economies affect new venture survival. Drawing on Coleman's bathtub (1990), the authors develop propositional arguments for a multilevel sequential framework that considers how developing economies' country institutional profiles (CIP) influence entrepreneurs' perceptions of environmental uncertainty. Subsequently, this cultivates associated entrepreneurial behavior profiles, which ultimately enhance (inhibit) venture survival rates. Further, the authors discuss the boundary conditions of this regarding how the national culture serves to moderate each of these key relationships in both positive and negative ways.

Regarding research on authenticity perception, this paper aims to pose the following questions: In different cultural regions, what are the different authenticity elements of old towns from a tourist perspective? What is the difference in authenticity perception in different cultural regions? How does the authenticity perception of old towns change in the tourismification process?

Combining eight cultural regions in China, this study focuses on 155 old towns to discuss the differences between authenticity perception of various old towns in different cultural regions and how the interactions between tourists and local places influence the perception of authenticity, with 11,387 user-generated photographs applied to interpret authenticity perception.

The study shows that the authenticity perceived by tourists varies greatly between farming and pastoral cultural regions; after authenticity loss, old towns with a long history of tourismification regain authenticity in tourists’ perception.

The findings could serve as a reference for tourism development and authenticity protection of old towns. Furthermore, the study explores a creative research method and theoretical framework for regional authenticity studies, which is significant in a global context. In the process of globalization, the implications of this study, including differences in authenticity perception within various cultural regions, will also be significant globally.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

As China takes on the role of workshop of the world, how do its businesses and their customers recognize and react to the need for corporate social responsibility?

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

A large body of research has exhibited the positive effect of entrepreneurial orientation (EO) on firm performance. However, research that attempts to explore what happens to high EO firms when they mature is sorely needed. Every firm establishes a heritage over time that impacts future capabilities. In the current research, we build on the international business literature to examine how a firmʼs administrative heritage moderates the long-term effects of the EO-performance relationship, examined through the firmʼs asset specificity, founder tenure, and home culture embeddedness. From this, implications are derived for EO retention and the firmʼs awareness of administrative heritage and how to shape it to their advantage.

This chapter provides a theoretical evaluation of entrepreneurial orientation (EO) to demonstrate some of its current shortcomings for being a construct to categorize entrepreneurial firms. To do this, we explore all the facets of how a firm can be entrepreneurial and the nuances of how firms can differ in their entrepreneurial approach, which EO currently does not capture. We argue that while EO’s rise in popularity stems from its simplicity, this simplicity has provided it with longevity challenges to keep up with evolving entrepreneurial behaviors within firms. We note these issues in hopes to extend the life of EO, and we provide future recommendations on how to put EO on that path.

The purpose of this study is to conceptualize the business model from a value network perspective and to investigate how top managers' individual characteristics contribute to business model innovation.

On the basis of upper echelons theory and contingency theory, this study empirically examines the micro‐macro link between top managers' human and social capital and firm business model innovation.

Using survey data collected from 146 Chinese firms, the findings indicate that both top managers' managerial and entrepreneurial skills and managerial ties significantly lead to business model innovation. Furthermore, the interaction between entrepreneurial skills and managerial ties enhances, yet the interaction between managerial skills and managerial ties inhibits business model innovation.

By proposing a value network‐based definition for the business model, this study provides additional insights into the current debate on the definition and architecture of business model. Further, the current study contributes to an emerging body of business model research by demonstrating, for the first time, that a manager's individual characteristics can both directly and interactively drive business model innovation in the context of emerging economies.