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Article
Publication date: 15 October 2017

Keith Herndon and Richard McCline

Hesselbein developed the concept: “leadership is a matter of how to be and not how to do.” Joseph later provided instructional content based on the concept and helped…

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Abstract

Hesselbein developed the concept: “leadership is a matter of how to be and not how to do.” Joseph later provided instructional content based on the concept and helped operationalize it for consumption by practicing leaders. This paper leverages their work in illustrating how leadership-as-a-way-of-being (LWB) can be a teaching model for emerging millennial leaders in a dynamic news media undergoing a chaotic transition. It provides a way to rethink newsroom organizational structures that no longer accommodate the needs of this generation. We focus on the “being” element of leadership as it speaks directly to a new introspective view of leadership that values transparency and is necessary for innovation over mere efficiency.

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Journal of Leadership Education, vol. 16 no. 4
Type: Research Article
ISSN: 1552-9045

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Article
Publication date: 1 February 2001

Robert Eyler

American wineries have taken marketing steps toward attracting consumers. They employ tasting scores to augment and solidify market share. According to Oster (1999) and Porter…

189

Abstract

American wineries have taken marketing steps toward attracting consumers. They employ tasting scores to augment and solidify market share. According to Oster (1999) and Porter (1985), competitive advantage comes from either cost advantages or product differentiation. American wineries use tasting scores they receive from experts as the basis for product differentiation and raising prices. To achieve competitive advantage, the product must be seen as important and an improvement in the market, while simultaneously lacking imitation. This article looks at how tasting scores given by wine experts may affect American firms' competitive advantage, barring entry by importing rivals, such as Australian firms. If these tasting scores provide product importance and improvements, while delivering a product that lacks imitation, competitive advantage may result. If importers to the US realise this, these firms can undermine American advantages, increase competition, and gain market share through their own competitive advantages.

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International Journal of Wine Marketing, vol. 13 no. 2
Type: Research Article
ISSN: 0954-7541

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Article
Publication date: 28 January 2011

Sascha Kraus, Ilkka Kauranen and Carl Henning Reschke

The aim of this paper is to structure and synthesize the existing scholarly works in the young and emerging field of “strategic entrepreneurship” (SE) as well as to develop a…

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Abstract

Purpose

The aim of this paper is to structure and synthesize the existing scholarly works in the young and emerging field of “strategic entrepreneurship” (SE) as well as to develop a theoretical model, thereby contributing to further theory‐building.

Design/methodology/approach

As the results of a review of extant literature, four different elementary domains conceptualizing SE on the basis of the configuration approach could be identified: the strategy, the entrepreneur, the environment and the structure and resources of the firm.

Findings

The SE model contributes to the understanding of how firms can create value. It has been shown beforehand that the configuration approach is suitable for strategic management as well as for entrepreneurship in the sense of new venture creation and arguably can be transferred to the larger level of SME strategy as well.

Research limitations/implications

With the four dimensions of SE, this paper has so far only been able to deliver a starting point for further research which (empirically) investigates their interplay and attempts to derive “optimal configurations” of the dimensions, e.g. with regard to different firm sizes and environmental conditions. This empirical part is still outstanding.

Practical implications

The major managerial implication of the SE approach is the possibility to develop more entrepreneurial and innovative thinking, especially in SMEs and young ventures. This stands in contrast with classical strategic management approaches, which characteristically emphasize administrative management and focus on day‐to‐day business.

Originality/value

This paper is the first to model SE by using the configuration approach, thereby providing a solid theoretical foundation for future empirical research.

Details

Management Research Review, vol. 34 no. 1
Type: Research Article
ISSN: 2040-8269

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Publication date: 6 February 2007

Sharon Topping, Jon C. Carr, Beth Woodard, Michael R. Burcham and Kina Johnson

In this paper, we argue that the opportunities created from the recent transformational change in the health care industry have provided the environment for entrepreneurship to…

Abstract

In this paper, we argue that the opportunities created from the recent transformational change in the health care industry have provided the environment for entrepreneurship to thrive. As a result, new and innovative organizational forms have flourished particularly when embedded in communities of entrepreneurial activity where networks of experience, access, and social/work relationships exist. The major purpose of this paper is to initiate a theoretical dialogue in which entrepreneurship is introduced as a field of research that can be used to explain how and why health care organizations have emerged and changed into their present forms. First, we present the basic elements for understanding the process of entrepreneurship and how entrepreneurial activity is important to the innovation of new organizational forms. Second, we relate this to the field of health care by focusing on the three stages in the entrepreneurial model: creation, discovery, and exploitation of entrepreneurial opportunities. Third, we argue that the degree of entrepreneurial activity within a given community is the outcome of a dynamic process involving social networks along with positive economic and legal activities that reduce transaction costs and encourage entrepreneurship. To demonstrate this, we focus on the area known as the “health care business capital” in the U.S. – Nashville, Tennessee – and describe the entrepreneurial activity in that city beginning in the 1960s and relate this to the existing theory. We believe this research represents a juxtaposition of the practical and theoretical, so critical in understanding entrepreneurial activity and new organizational forms in health care.

Details

Strategic Thinking and Entrepreneurial Action in the Health Care Industry
Type: Book
ISBN: 978-1-84950-427-0

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Article
Publication date: 1 August 2006

Gail Dawson

More than 40 years after the passage of the Civil Rights Act of 1964, African Americans experienced partial inclusion in corporate America and to a certain extent have had to…

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Abstract

Purpose

More than 40 years after the passage of the Civil Rights Act of 1964, African Americans experienced partial inclusion in corporate America and to a certain extent have had to maintain a bicultural identity to function. This article aims to provide insight into the lived experience of African Americans in corporate America to illustrate the experience and effect of partial inclusion and biculturalism.

Design/methodology/approach

The paper explores the lived experience of partial inclusion and biculturalism, phenomenological interviews were conducted with a small number of African Americans who work or worked in corporate America.

Findings

As a result of partial inclusion, the participants often did not engage in social interaction to the same extent as their colleagues which resulted in them having less information, less access to social networks, and less of a sense of belonging in the organization. Consequently, they often felt less connected to the organization and had to work harder to compensate for the deficit this created. This coupled with the absence of a sense of belonging may have decreased their level of satisfaction and increased the need to keep their two worlds separate. This made life more difficult for them

Research limitations/implications

This study examined the careers and experiences of a small number of African Americans who worked in corporate America during the 1960s and 1970s. Future research should include examining the careers and experiences of African Americans and other minorities who have entered corporate America more recently.

Practical implications

Creating an inclusive workplace will foster and environment where employees feel more of a connection to their organizations and their coworkers and allow them to focus more of their efforts on meeting organizational goals rather than on overcoming deficits created by lack of information and balancing between two worlds.

Originality/value

This article explores the lived experience of partial inclusion and biculturalism noting that in some cases African Americans consciously chose not to participate in social events. The concept of double partial inclusion in which African Americans did not feel that they were fully included in the corporate culture or the African American culture was introduced.

Details

Equal Opportunities International, vol. 25 no. 6
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 5 August 2014

Linda Usdin

– The purpose of this paper is to describe leadership, decision making and other community characteristics that support community resiliency following disasters.

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Abstract

Purpose

The purpose of this paper is to describe leadership, decision making and other community characteristics that support community resiliency following disasters.

Design/methodology/approach

Literature review and case study based on participant observation in nine years post-Hurricane Katrina in New Orleans.

Findings

Effective leaders promote community resiliency using democratic, diffused decision making, stressing intra-dependence and promoting individual agency and locally-informed decisions. They build upon local networks and cultural bonds – not waiting for disaster but continuously, with flexible readiness framework infused in all efforts.

Research limitations/implications

The paper uses New Orleans’ experiences following Hurricane Katrina to explore how leadership, decision making and other community characteristics can promote resiliency post-disaster – case study extrapolating from one disaster and relevant literature to understand role of leaders in community recovery/re-design.

Practical implications

Changes in global economic and environmental conditions, population growth and urban migration challenge capacity of communities to thrive. Leadership and decision making are hub of wheel in crises, so understanding how leaders promote community resiliency is essential.

Social implications

Disasters create breakdowns as functioning of all systems that maintain community are overwhelmed and increased demands exceed wounded capacity. Eventually, immediate struggle to limit impact gives way to longer process of re-designing key systems for improved functionality. What contributes to differing abilities of communities to reboot? How can we use understanding of what contributes to that differential ability to prepare and respond more effectively to disasters?

Originality/value

Hurricane Katrina was a uniquely devastating urban event – causing re-design and re-building of every major system. Almost ten years post-hurricane, rebuilding process has provided key lessons about effective leadership and community resiliency post-disaster.

Details

International Journal of Leadership in Public Services, vol. 10 no. 3
Type: Research Article
ISSN: 1747-9886

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