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The purpose of this paper is to examine the development of R&D resources in early stage life sciences firms. It looks at how young firms use dynamic capabilities to develop R&D resources.

An in-depth case study approach was used to examine the research questions. It draws on longitudinal data collected from ten life science firms. Data were collected from three rounds of interviews with each case firm. A systematic theme analysis was conducted to analyse the results.

Results from the study indicate that a unique set of past decisions, future opportunities, assets, capabilities, and routines leads to the development of R&D resources. It is evident that scientific breakthroughs, partnership opportunities, the founders’ experience and the firm’s ability to integrate resources and learn from earlier paths are vital to the development of R&D resources.

This study extends the application of the dynamic capabilities framework to early stage life sciences ventures. It also demonstrates that dynamic capabilities can lead to the development of important resources.

The findings from this study provide prescriptive insights for evaluating alternatives on how to develop R&D resources in life sciences ventures.

Life sciences firms are critical to the modern global economy. However, little work examines how young, small life sciences firms develop R&D resources. Moreover, little work uses the dynamic capabilities framework as a lens to holistically examine how small firms develop R&D resources. This study helps to fill those gaps.

The purpose of this study is to analyze the systematic relationships among dynamic capabilities in startups’ survival.

This study is based on a systematic literature review on dynamic capabilities related to startups’ survival, following the content analysis approach.

This study presents four different perspectives of analysis about dynamic capabilities from resources exchange and business factors that meet needs of startups' survival. It also points out new area for future research in this field. In doing so, this study differentiates itself by its approach not limiting dynamic capabilities research and enriching entrepreneurs' capability theory.

By indicating an evolution of dynamic capabilities theory among tangible and intangible resources exchange in a more favorable adaptation to startups growth, this study boosters and contributes to the society, economy in general and to the science of business management in various perspectives such as overcoming cognitive barriers, entrepreneur’s commitment, innovation capabilities and knowledge capacity of startups.

This study amplifies dynamic capabilities vision in startups’ survival as one of the main sources for growth in this type of organizations. It also develops a deeper understanding about new avenues for dynamic capabilities theory among tangible and intangible resources exchange.

Autistic people are subject to having their behaviour shaped from a variety of practitioners predominantly using behaviourist methodologies. Little is known about how learning alternative humanistic methodologies impacts practitioner experiences of relational encounters with autistic people. This paper aims to develop an understanding of practitioner experiences of using person-centred counselling (PCC) skills and contact reflections (CR) when engaging with autistic people.

This qualitative study used an interpretive approach to help elucidate perceptions of changing practice. It involved a framework analysis of 20 practitioner’s experiential case study accounts.

An overarching theme emerged: subtle transformations resulted from shifting practice paradigms. Four broad themes were identified: “A different way of being”; “Opening heightened channels of receptivity”; “Trust in self-actualising growth” and “Expanding relational ripples”. The findings suggest that PCC and CRs skills training shows promise in providing practitioners with a different way of being with autistic people that enhances their capacity towards neurotypical-neurodivergent intersubjectivity.

The authors speculate on the power dynamics of care relationships and those who may identify as possessing autism expertise. The authors are curious as to whether this humanistic skills training can truly penetrate practitioner core values and see this as a fundamental issue which requires further investigation.

To the best of the authors’ knowledge, this is the first study to provide a qualitative account of autism practitioner reflections following training in humanistic methodologies. It challenges the concept of autism expertise, guided by a pathologiSing model, focused on fixing a problem located in the person, which conceals the removal of personhood.

Hedge fund Magnetar Capital had returned 25 percent in 2007 with a strategy that posed significantly lower risk to investors than the S&P 500. Magnetar had made more than $1 billion in profit by noticing that the equity tranche of CDOs and CDO-derivative instruments were relatively mispriced. It took advantage of this anomaly by purchasing CDO equity and buying credit default swap (CDS) protection on tranches that were considered less risky. Now it was the job of Alec Litowitz, chairman and chief investment officer, to provide guidance to his team as they planned next year's strategy, evaluate and prioritize their ideas, and generate new ideas of his own. An ocean away, Ron Beller was contemplating some very different issues. Beller's firm, Peloton Partners LLP, had been one of the top-performing hedge funds in 2007, returning in excess of 80 percent. In late January 2008 Beller accepted two prestigious awards at a black-tie EuroHedge ceremony. A month later, his firm was bankrupt. Beller shorted the U.S. housing market before the subprime crisis hit, and was paid handsomely for his bet. After the crisis began, however, he believed that prices for highly rated mortgage securities were being unfairly punished, so he decided to go long AAA-rated securities backed by Alt-A mortgage loans (between prime and subprime), levered 9x. The trade moved against Peloton in a big way on February 14, 2008, causing $17 billion in losses and closure of the firm.

This case analyzes the strategies of the two hedge funds, focusing on how money can be made and lost during a financial crisis. The role of investment banks as lenders to hedge funds such as Peloton is explored, as well as characteristics of the CDO market and an array of both mortgage-related and credit protection-related instruments that were actively used (for better or worse) by hedge funds during the credit crisis of 2007 and 2008.