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The purpose of this study is to discuss how ethnicity and gender influence high-tech entrepreneurship in the Cambridge cluster emphasizing homophily and how and why bridging and bonding ties are created in moving individuals from the periphery to cross the threshold into acceptance.

The authors present findings on the micro-dynamics of ethnicity and gender in high-tech entrepreneurship underpinned by homophily. The authors discuss how ethnicity and gender influence who enters and stays in high-tech entrepreneurship university spinouts. Through an entrepreneurial narrative qualitative approach, the authors explore how and why bridging and bonding ties may be created and the challenges for those at the periphery to cross the threshold into acceptance. The study adopts an entrepreneurial narrative qualitative approach using interviews with individuals associated with the Cambridge cluster.

The authors add to the entrepreneurship literature by responding to the call for multiplexity within homophily, and the research indicates that homophily strongly influences who enters and who leaves the cluster based on bridging and bonding ties. The findings address the need for more focused understanding of entrepreneurial clusters and how mechanisms can be developed to create an environment to nurture both bridging and bonding ties. It is possible for an entrepreneurial cluster to be perceived as attractive and thriving while being homophilous. Ethnic individuals and women continue to struggle to gain acceptance in the Cambridge cluster.

Interviews were conducted by one person – an ethnic minority female – for continuity of all interviews. Yet as many of the participants were not minorities, it is possible that an interviewer who was not an ethnic minority may have elicited different narratives.

The study adds to the entrepreneurship literature by focusing on multiplexity within homophily in examining the dynamics of homophily in the context of the Cambridge cluster and the significance of nurturing bridging and bonding ties. The research comments on implications for practice among three interlinked but autonomous groups: first, the individual entrepreneurs; second, the networks she/he belongs to; third, the university as both fertile ground for entrepreneurship and an educational institution where entrepreneurship education is engaged in for encouraging and supporting spinouts.

There is ample anecdotal evidence, as well as an emergent body of literature, which examines the role of entrepreneurial teams in the success and growth of businesses. Earlier research by the authors has demonstrated that the core competence required by founding entrepreneurs is the ability to build and manage relationships. Their more recent work suggests that this core competence must be based around a clear vision for the business. In other words, the founding entrepreneur must be able to build a team to deliver the business vision. A review of literature is provided in this paper, offering a definition of the concept and some of the core issues that have to be addressed by entrepreneurs and small firm policies if businesses are to continue growing. This is supported by some preliminary findings from empirical research into how entrepreneurial teams are formed. The paper continues with propositions that can lead to further research in this relatively unexplored field.

A practical approach to assessing sales performance can cost little to implement and provide valuable feedback for both company and salesforce.

Different types of new ventures require different types of new venture teams in order to operate successfully. Virtual teams formed across organisational boundaries and organised around an opportunity are a relatively new area of research. A review of previous research shows that, although virtual teams have been well defined as a concept, only a few studies have contributed to the understanding of the processes of assembling and maintaining effective inter‐organisational teams enabled by new modes of communication. By combining cross‐disciplinary theoretical approaches, the reported study presents a conceptual overview of team formation in virtual settings. The findings of the study confirm that interorganisational teams follow special development patterns, which can be described as cyclical self‐energising processes.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The case deals with an ethical dilemma of an entrepreneur. Chandran, a qualified contractor, had secured an electrical contract from a premier government organization. It was a turnkey project to be executed in a given period of time. In the process of work, he comes across major problems. He could not abandon the project or compromise on his moral values. He wanted a way out to salvage this project that was slowly slipping from his control. This case examines the ethical issues that confront small businesses, employees, suppliers and key stakeholders of every organization and explores the mindset of participants, their personal values and their decision making rationale. The participants get an opportunity to identify with the difficult choices a business situation may throw when ethical mindset clashes with the decision making process.