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This study shows how 152 researchers from several research centers of a Portuguese university perceive the facilitators and barriers to knowledge management. Three domains are considered – knowledge gathering, creation, and diffusion. Three dimensions of barriers and facilitators were considered – individuals, socio‐organizational processes, and technology. Regarding both barriers and facilitators, but mainly barriers, the findings suggest that researchers are more sensitive to the “soft” aspects of knowledge management (i.e., individuals, socio‐organizational processes) than to the “hard” ones (i.e., technology). This suggests that, although technology is an important facilitator, it is people and their interactions that create knowledge and promote the knowledge flow.

The perception of costs and benefits allows residents to carry out an assessment that determines their attitude towards tourism. This study seeks to determine the effect of the perceived benefits and costs (economic, sociocultural and environmental) on the support to the arrival of more tourists, both directly and mediated by overall attitude towards tourism, in the case of Punta del Este. Punta del Este forms part of the Department of Maldonado and is the main sun and beach tourism destination in the Oriental Republic of Uruguay. The questionnaire contained items with five-point Likert scales and sociodemographic questions. The data used (obtained between March and August 2016) are made up of a sample of 420 residents from Maldonado and Punta del Este. The analysis of the data has been carried out through partial least squares (PLS) regression, specifically SmartPLS. Among the results, it should be noted that benefits and costs perceived have no direct effect on the support to the arrival of more tourists; only economic benefits (positive) and sociocultural costs (negative) have a significant effect on the overall attitude towards tourism; the support to the arrival of more tourists depends exclusively on the overall attitude.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Within a knowledge-driven, entrepreneurial economy, an increase in a university’s importance is observed because of its significant affect on the economy. Thus, entrepreneurship is a phenomenon that could be observed among all university levels: management, academicians, researchers, and undergraduate and postgraduate students. Entrepreneurial universities could produce several externalities in terms of demography, economy, infrastructure, culture, mobility, education, and societal challenges that will later be reflected in productivity, competitive advantages, and regional capacities, networks, identity, and innovation. In this context, entrepreneurial universities have or are positioned to develop innovative pathways to reinforce entrepreneurship in their communities. This chapter explores how entrepreneurial university pathways (education and training) have had an impact on students’ start-up intentions and actions. Adopting the institutional economics approach, this research proposes a conceptual model, tested with a sample of 1,759 university students enrolled in three entrepreneurial universities (ITESM, Mexico; UNICAMP, Brazil; and UPC, Chile) in Latin America. Our findings confirm the relevant effect of entrepreneurial university pathways on start-up creation. Not only do the results provide important contributions to the literature, they also provide insights for policy-makers to design policies that further benefit society and educational organizations.

Being a relatively newer member to the school of Austrian economics, I have seen the world of the economics profession and its many schools of thought through many lenses. Having this different perspective, I disagree with Pete Boettke on his ideas for ways to change the procedural way the Austrian school does economics. We need to be empirical about not just the economy, but of the history of economic thought. I believe the main goal should not be higher impact factors, but true progression of scientific knowledge. More focus on what we are doing, and less on counting articles.

To understand whether the three dimensions of work–family culture, namely managerial support, negative consequences and organizational time demands relate in different ways with different types of commitment; affective, continuance and normative. The relationships were examined in a three-country cross-national context.

Questionnaire survey was conducted in India, Peru and Spain among executives and managers drawn from both the manufacturing and the services sectors.

The three countries were both similar and different with Peru and Spain more similar to each other than with India. Managerial support dimension of work–family culture predicted affective commitment across all the three countries. Differences were found with respect to predictors of normative commitment. Managerial support predicted normative commitment for Spain. Lower negative career consequences resulted in decreased normative commitment among the managers in Peru and Spain.

The study has limitations of generalizability and common method variance.

Human resource managers will find the study useful to determine which dimensions of work–family culture would predict the outcomes desired. The study has implications for the design of human resource practices in the industry.

The study is the first that addresses the three dimensions of work–family culture and organizational commitment in a cross-national context. The study suggests that the way in which work–family culture is conceptualized and experienced by employees may vary even among countries classified as “collectivist.”

Using emotionally intelligent leadership (EIL) as the model, the authors identify behaviors that three levels of leaders engage in based on a self-report inventory (Emotionally Intelligent Leadership for Students-Inventory). Three clusters of students are identified: those that are “Less-involved, Less Others-oriented,” “Self-Improvers,” and “Involved Leaders for Others.” EIL behaviors that most differentiate the highest self-ranking group of involved leaders are the extent to which cluster members work to resolve conflicts in a group situation, work to build a sense of team, and consider the needs of others. The underlying constructs of consciousness of context, self, and others are investigated and discussed. Discriminant analysis is used to validate the cluster solution. Cluster analysis is found to be useful tool for helping leadership educators categorize students and by doing so, program architects have an opportunity to design and develop interventions tailored to better meet the needs of individual students.

This chapter examines some of the demographic and socioeconomic factors, as well as cultural and institutional traditions, that help explain turnover and retention in Bulgaria. The case of Bulgaria illustrates that extant theories of turnover and retention may not be well suited to account for macroeconomic and large-scale social processes spurred by globalization. The focus here is on collective turnover at the organizational and particularly at upper levels of analysis (e.g., industry, region), and the authors emphasize four factors that they believe jointly contribute to the high levels of turnover in the country, namely (1) globalization processes affecting the country’s demography (i.e., mass international migration), (2) the economy (i.e., global labor arbitrage), (3) institutions (i.e., patchwork capitalism), and (4) culture (i.e., shifting generational values). To further scholarly progress, management scholars need to be more attentive to turnover – and its determinants – for larger collectives, that is, at levels above the unit and organizational. The authors provide concrete suggestions on how the case of Bulgaria opens up some avenues for future research on turnover and retention.