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Opportunity recognition and opportunity exploitation are two central concepts in the entrepreneurial process. However, there is a lack of both a clear specification of the content domains of the constructs and valid and reliable multi-item scales for their measurement. The paper aims to discuss these issues.

This paper first reveals existing issues around the definitions and measures relating to the concepts, then defines their content domains, and also proposes scale items to measure the concepts. Four samples are used to develop the measurement instruments.

Two scales are suggested, one to measure opportunity recognition, and other to measure opportunity exploitation. The scales demonstrate reliability and construct, discriminant, and nomological validity.

The resulting instruments provide tools for research and practice that could prove valuable when examining the antecedents and consequences of both opportunity recognition and opportunity exploitation.

Success in innovation management of telecommunication products depends not only on sales, but also, and primarily so, on actual call times by subscribers (e.g. on their mobile phones). It is not only the purchase price that plays a major role for this type of service, but also call and rental charges. This study investigates two potential subscribers’ decisions, using the graphic device of a price/acceptance function and a charge/acceptance function. The first decision is to buy telecommunications products (accepting the purchase price), and the second decision is to use these products (accepting the charges for using the product). In particular, an attempt is made to describe the general profile of the price/acceptance function through considerations of plausibility. Based on an empirical experiment, conclusions are drawn for the pricing policy of telecommunication products, which point to abandoning fixed basic charges and to giving away end‐user sets (e.g. mobile phones) free of charge.

The aim of the following discussion is to present the division of markets into marketplace and marketspace and evaluate the significance of virtual value chains in opening up further possibilities in the marketplace and marketspace. Against this background, it will, second, be argued that information becomes a factor of success in its own right in competition in future markets. However, in order to activate information, marketing is forced to adapt to the conditions of information networks in the virtual marketplace (marketspace). Third, it will be discussed that marketing must develop into information‐based marketing. It will particularly be considered what demands are put on the information‐based market in order to achieve real competitive advantages in marketspace from the factor of production information.

The purpose of this paper is to examine whether classical brand naming concepts are sustainable for entrepreneurial firms in the net economy.

A prior study of Kohli and LaBahn covers the formal brand naming process and gives insights into brand name objectives and criteria. To follow the research purpose, their findings have been adapted for entrepreneurial firms in the net economy based on some prior interviews conducted with entrepreneurs for the present research. On basis of these results, a questionnaire was designed and sent to 319 e‐entrepreneurs located in German business incubators, of which 105 were fully completed.

The availability of an appropriate domain name is found to be a basic driver for deciding on a brand name. The domain name influences the course of action during the naming process. Two groups were found that significantly differ in proceeding with the naming process. One group of e‐entrepreneurs follows the traditional process of Kohli and LaBahn, whereas the other group follows a new approach giving more emphasis on the domain name. Here, the process shows to be iterative in nature instead of a step‐by‐step procedure.

The value of this paper lies in the application of the traditional brand naming process to entrepreneurial firms in the net economy and its partial validation and revision based on the authors results from an empirical research.

Existing theoretical explanations about the influence of affect in the process of creating ideas (ideation) and their corresponding empirical findings are contradictory. The purpose of the present chapter is to provide new insights by providing a theoretical explanation that is able to encompass these contradictions, and to support this theoretical approach with empirical data. We draw on personality-systems-interactions (PSI) and use an experimental design to capture dynamic effects between affect and ideation. Our findings emphasize the mediating role of affect in the ideation process and the moderating role of individual action-control in the regulation of affect and respective creative behavior.

This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an evaluation of the firm’s situation. Consumer behavior theories on psychological ownership and territoriality offer a framework for analyzing the conflicts that arise from the inhabitants’ protests.

This case relies on secondary sources, including news reports, social media sites and company websites. This case has been classroom tested with undergraduate students in a strategic management course in January 2019 at the University of Cologne, Germany.

In November 2016, Google announced its intentions to rent a building in the Kreuzberg district of Berlin to open a Google Campus, a business incubator for tech start-ups that would offer entrepreneurs support, workshops and access to networks. Following the announcement, dissatisfied local communities organized protests, in which leaders complained that “It is extremely violent and arrogant of this mega-corporation, whose business model is based on mass surveillance and which speculates like crazy, to set up shop here” (Business Times, 2018). Berlin’s Government supported the Google Campus plan; inhabitants rejected it with fierce and persistent protests. In face of this challenge, was it still possible for Google to continue its plans in Berlin?

This case qualifies for use in strategic management classes at undergraduate and MBA levels. Its focus aligns well with stakeholder analyses, PESTEL analyses and business strategy. In addition, for courses on organizational communications or public relations, this case provides a way to explore the relationship between Google and its stakeholders, especially protesters, in detail. Moreover, this case is well suited for consumer research and public policy courses (e.g., transformative consumer research) centered on discussions of territoriality.

Artificial intelligence (AI) will transform various processes by utilizing and sharing data and information. This transformation brings new opportunities and challenges to organizations. Effective leadership is essential to handle these changes. However, there is no scientific research on how AI affects the everyday lives of managers. Therefore, this paper aims to identify how AI can affect changes in the skills and personality traits of managers using AI.

A structured literature review identified leadership competencies relevant to the AI era. Three scientific databases were included in the search: (I) Scopus, (II) EBSCO Business Source Complete, and (III) Web of Science. A total of 730 articles were identified from the three databases under the topics “Digital Leadership,” “Leadership” AND “Artificial Intelligence,” “Future Leadership,” “Algorithm Leadership,” “AI Leadership,” “Artificial Leadership,” and “Data-driven Leadership.”

A total of 24 leadership competencies, including 12 personality traits and 12 skills, were identified from the literature. To adapt effectively to AI, leaders should focus on developing communication skills and forming high-performance teams working cross-functionally and in a symbiosis of humans and machines.

The article adds knowledge to leadership theories and provides a basis for future management education.

The purpose of this paper is to derive monetary benchmarks and managerial implications for omni-channel retailers’ B2C e-fulfillment strategies by investigating the trade-offs between lead time, delivery convenience and total price including shipment in the context of online electronics retailing.

Based on a choice-based conjoint analysis among 550 US online shoppers, the monetary values of lead time and convenience were calculated in a log-log regression model. In addition, latent class segmentation was applied to identify consumer segments according to their differing e-fulfillment preferences.

From a consumer perspective, the analysis suggests that price is the most important criteria in omni-channel retailer selection, followed by lead time and convenience. The value of time is, on average, $3.61 per day. Regarding convenience, the results indicate that delivery to the home is highly preferred over pick-up options. The value of the consumer’s travel time was estimated at $10.62 per hour. The latent class segmentation identified four segment groups with different preferences.

To validate the findings, future research could analyze real data from omni-channel retailers’ customers’ buying behavior. It should also be interesting to extend the research to other price ranges, market segments and e-fulfillment factors, such as return options, shop ratings and membership programs aiming for further generalization.

The findings guide omni-channel retailers to focus on efficient B2C e-fulfillment strategies. Considerable competitive advantages may be gained by reducing lead times and offering convenient delivery in line with the lead time valuation of the identified customer segment.

This study fills gaps in the academic research of consumer behavior in retailer selection, which has primarily concentrated on the choice between “brick-and-mortar” and online sales channels. It paves the way for a more service-oriented perspective in omni-channel retailing research.