Alka Gupta, Christoph Streb, Vishal K. Gupta and Erik Markin
Acting entrepreneurially in nascent industries is a complex endeavor characterized by uncertainty and ambiguity. Nevertheless, entirely new industries do emerge, often as a direct…
Abstract
Acting entrepreneurially in nascent industries is a complex endeavor characterized by uncertainty and ambiguity. Nevertheless, entirely new industries do emerge, often as a direct result of entrepreneurial behavior. We extend and apply discovery and creation approaches to study entrepreneurial behavior during industry emergence by means of qualitative analysis of a film about the personal computer (PC) industry℉s formative years. We find that discovery and creation behavior are fundamentally interrelated and share a common element: bricolage. Moreover, ideological activism is a major component of entrepreneurial behavior in a new industry℉s formative years during both creation and discovery processes. Implications for research and practice are discussed.
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A former Microsoft insider believes that Microsoft prevails not because of its ability to innovate but because of its capacity for covering all the bases.
– Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Leadership is unquestionably one of the most critical components in the success of any organization. The business annals provide ample testimony to this. Many instances can be found of high-profile characters whose influence has undoubtedly helped differentiate their company from the also-rans. Think Bill Gates, Steve Jobs or other such eminent leaders who are among the numerous examples. Anyone able to deliver the perfect formula for effective leadership would for sure soon become one wealthy individual. Alas, that day is not yet upon us. But it does not mean we have no insights into how leaders make their firms tick. Far from it. There is plenty to go on. An important contribution to success is the realization that no one-cap-fits-all approach to success exists. On the contrary, management practice comes in several different forms. It is knowing how to combine this range of available approaches that perhaps holds the key.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
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.
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Rick Gates and Steve Bang
In my last column I talked a little bit about ftp (file transfer protocol). I showed you some hints and tips on how to read directory contents and indexes without having to log…
Studies five successful chief ’ntrepreneur officers (CNOs) together with one failure. Looks at why the CNO is indispensable. Presents 36 characteristics of CNOs across six groups…
Abstract
Studies five successful chief ’ntrepreneur officers (CNOs) together with one failure. Looks at why the CNO is indispensable. Presents 36 characteristics of CNOs across six groups: eagerly embracing risk, passionately innovating, creating/harnessing disequilibria, empowering the middle management, empowering top management with complementing industry product and participants and with complementing capital products and providers. Uses numerous case studies to demonstrate theory and provide a number of questions and answers.
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The aim of this paper is to provide an overview of the skills needed for successful negotiations. It seeks to identify the benefits of training key staff in negotiations skills…
Abstract
Purpose
The aim of this paper is to provide an overview of the skills needed for successful negotiations. It seeks to identify the benefits of training key staff in negotiations skills, including the difference it can make to a company's bottom line. It also aims to look at the risks to business of not developing these skills.
Design/methodology/approach
The paper uses a mixture of case studies, examples, quotes and opinion.
Findings
The paper finds that only 5 per cent of the UK's training budget is spent on negotiations skills development. However, developing negotiation skills makes a significant difference to the performance of all staff, both in internal and external negotiations. Many big companies now appreciate the value of negotiation skills development and are leading the way in developing all staff in this way.
Practical implications
All businesses should think about investing in negotiation skills development. Otherwise they are at risk of costing their company a significant margin.
Originality/value
This paper looks for the first time at the skills gap in UK businesses in terms of negotiation skills development. It will be of value to anyone involved in internal and external negotiations, including sales and buying teams, Human Resources staff and senior managers and directors. It will be of value in helping them decide how to make the best use of training.
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Caroline Boivin and Joanne Roch
This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.
Abstract
Purpose
This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.
Design/methodology/approach
An empirical validation of an approach based on the theory of conventions was carried out through an analysis of strategic alliances initiated by Apple involving the licensing of the Macintosh operating system.
Findings
The analysis reveals the presence of modes of justification issuing from the world of inspiration, which seems to oppose the merchant and industrial worlds, which are most conducive to successful strategic alliances.
Originality/value
The analysis of dominant logics within Apple Computer demonstrate that the inspirational logic is opposed to all forms of strategic alliances.
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In 1994 consumer company Scott Paper was tired, bloated and more importantly, it was losing money hand over fist. Enter “Chainsaw Al” (a.k.a. Al Dunlap). This cost cutting, job…
Abstract
In 1994 consumer company Scott Paper was tired, bloated and more importantly, it was losing money hand over fist. Enter “Chainsaw Al” (a.k.a. Al Dunlap). This cost cutting, job slashing turnaround specialist earned his nickname as a result of his ability to cut out the dead wood and revive the fortunes of flagging organizations. Sure enough, Scott Paper’s stock price began to rise and within 18 months it was involved in a major takeover deal. Liking what it saw, appliance manufacturer Sunbeam Corporation approached Dunlap in 1996 to become its CEO and in the beginning it appeared that “Chainsaw Al” was once again working his stock price magic.
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Blaine McCormick and Jonathan Bean
The purpose of this paper is to continue and extend the ongoing conversation about greatness in American business.
Abstract
Purpose
The purpose of this paper is to continue and extend the ongoing conversation about greatness in American business.
Design/methodology/approach
This survey, conducted in 2021, replicates and extends McCormick and Folsom’s 2001 and 2011 rankings of the greatest entrepreneurs and businesspeople in American history. The authors’ pool surveyed 51 experts to develop an updated ranking and explore factors of greatness.
Findings
Henry Ford topped the ranking followed by John D. Rockefeller and Steve Jobs. Business scholars ranked Oprah Winfrey the greatest female and minority businessperson.
Originality/value
The authors extend previous research by surveying the authors’ expert pool about factors of greatness in American business history. “Ability to imagine or envision the future” ranked highest with “created wealth for shareholders” in last place.