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Article
Publication date: 1 March 2016

Todd A. Finkle

This article examines whether the field of entrepreneurship is becoming increasingly institutionalized by examining market trends, AACSB jobs, and salaries. The findings indicate…

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Abstract

This article examines whether the field of entrepreneurship is becoming increasingly institutionalized by examining market trends, AACSB jobs, and salaries. The findings indicate that the field is becoming increasingly institutionalized through market trends. During 2014/15, there were 471 advertised positions and 163 candidates in Schools of Business and Management. The number of tenure track positions (261) was significantly higher than the number of tenure track candidates (161) for a ratio of 1.62. This is the highest ratio of tenure track positions to candidates since 2005/06 (2.1). Out of the 261 tenure track positions, 174 were at AACSB institutions.The ratio of tenure track positions at AACSB schools per tenure track candidate was 1.08. The study also looked at average salaries at AACSB schools and found them to be competitive with other mainstream areas. Average salaries were: full professors ($162,000), associate professor ($131,400), assistant professor ($113,600), instructor ($85,800), and new doctorates ($97,800).

Details

New England Journal of Entrepreneurship, vol. 19 no. 1
Type: Research Article
ISSN: 1550-333X

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Article
Publication date: 1 March 2002

Todd A. Finkle and Reinhold P. Lamb

This study fills a gap in previous research by investigating differences between the short- and long-run aftermarket performances in a sample of emerging v. nonemerging industries.

970

Abstract

This study fills a gap in previous research by investigating differences between the short- and long-run aftermarket performances in a sample of emerging v. nonemerging industries.

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New England Journal of Entrepreneurship, vol. 5 no. 1
Type: Research Article
ISSN: 1550-333X

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Article
Publication date: 1 March 2013

Todd A. Finkle

This case study examines the background, start up, and growth of one of the fastest-growing companies in the United States, AdRoll. It explores the various strategic factors…

2082

Abstract

This case study examines the background, start up, and growth of one of the fastest-growing companies in the United States, AdRoll. It explores the various strategic factors related to the growth of AdRoll and how these issues must be addressed in order to maintain its level of growth.This case study is especially interesting not only because it focuses on one of the fastest-growing firms in the country, but also because it addresses on an understudied topic within the field of entrepreneurship, entrepreneurial growth.

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New England Journal of Entrepreneurship, vol. 16 no. 1
Type: Research Article
ISSN: 1550-333X

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Article
Publication date: 12 June 2007

Michael L. Mallin and Todd A. Finkle

To assist the social entrepreneur with direct marketing decision, the authors examine the relationship between the risks and costs associated with direct marketing for non‐profit…

5241

Abstract

Purpose

To assist the social entrepreneur with direct marketing decision, the authors examine the relationship between the risks and costs associated with direct marketing for non‐profit organizations. This is done by developing and presenting a framework centered on two uncertainty factors – the cost to implement a direct marketing solution and control over (e.g. ability to manage) resources. A transaction cost analysis (economic) argument is used to rationalize the importance for entrepreneurs to effectively manage these two uncertainty factors when implementing a direct marketing program. This is illustrated using a perceptual mapping of each direct marketing channel relative to the two uncertainty dimensions.

Design/methodology/approach

The paper is organized by first presenting a brief description of each direct marketing strategy relative to its use by entrepreneurs in a non‐profit business environment. These strategies include: online, direct mail, catalogue, direct response, telephone marketing, and personal selling. Each strategy is then compared via their placement on a perceptual map using the two uncertainty dimensions: cost of implementation and control over direct marketing resources.

Findings

With the increasing prevalence of social entrepreneurship where the goal is to maximize returns given limited resources, this framework can become a critical tool to help nonprofit business owners first assess and then reduce the risks and uncertainties of their direct marketing strategies.

Originality/value

The conceptual framework presented is the one of few that addresses the issue of risk management among direct marketing strategies in social entrepreneurship. This can provide the basis for further research in this area to empirically validate and operationalized this framework.

Details

Direct Marketing: An International Journal, vol. 1 no. 2
Type: Research Article
ISSN: 1750-5933

Keywords

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Article
Publication date: 29 June 2012

Kenneth Kahn and Jaycee Dempsey

The center for innovation model is a growing and prominent phenomenon across corporate, government, nonprofit, and university contexts. Based on the name, one would infer an aim…

158

Abstract

The center for innovation model is a growing and prominent phenomenon across corporate, government, nonprofit, and university contexts. Based on the name, one would infer an aim is to serve as a mechanism that catalyzes innovation. A further aim would be to serve as exemplars of technology development, knowledge development, and knowledge dissemination in the course of delivering a given mission. To date, little work has examined the center for innovation phenomenon and so there is a need to investigate these inferences and provide an understanding for the basis and rationale for why organizations across various contexts are pursuing centers for innovation. Examining mission statements followed by an electronic survey of 66 centers for innovation, we characterize the practices, rationales, success factors, challenges, and other descriptors of these centers in an effort to understand their operating characteristics. Results suggest four archetypes for the center for innovation model based on constituency. Results also show similarities across success factors and challenges, with sustainable funding clearly a common challenge.

Details

International Journal of Innovation Science, vol. 4 no. 2
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 10 June 2020

Todd J. Bacile

The domain of digital service not only includes digital service products made available for purchase but also the provision of digital customer service, such as customers seeking…

3921

Abstract

Purpose

The domain of digital service not only includes digital service products made available for purchase but also the provision of digital customer service, such as customers seeking support on brands' social media channels. This type of digital customer service introduces new challenges not found in offline service recovery situations. This research highlights one such occurrence by investigating customer-to-customer (C2C) interactions during digital service recovery. In particular, dysfunctional dialog, such as online incivility (e.g. rude and insulting comments), directed at a complainant by a fellow customer is investigated.

Design/methodology/approach

Survey data from an online panel are utilized to test the hypothesized relationships between dysfunctional customer behavior (i.e. online incivility), C2C interactional justice, customer perceived service climate and three forms of experiential value using partial least squares structural equation modeling (PLS-SEM).

Findings

The results show that customer perceptions of the firm's service climate are negatively affected by online incivility but only when such incivility produces C2C injustice. This outcome is notable due to the strong relationship found between customer perceived service climate and the following three forms of online experiential value: sociability, hedonic and pragmatic value. Thus, a weakened service climate subsequently leads to weakened experiential value for complainants.

Research limitations/implications

The theoretical implications of two nascent constructs, C2C interactional justice and customer perceived service climate, are further developed with reference to digital customer service situations. In particular, given that prior research has focused on customer perceptions of service climate in core consumption situations of enjoyable face-to-face service experiences, it has only considered optimal or extremely positive service climate assessments in non-digital contexts. This study expands the understanding of the customer perceived service climate construct by examining the implications of a sub-optimal service climate in a digital customer service situation of an unenjoyable service experience. The limitations include a small sample size, the use of hypothetical scenarios and a failure situation limited to a single industry.

Practical implications

Managers who oversee social media channels or online communities must be prepared to act upon C2C online incivility. Deeming such communications as innocent online chatter not worthy of company intervention is a mistake, as the results of this study show that such inaction may lead to negative customer perceptions of the digital service environment and harm the customer experience.

Originality/value

This work develops a greater understanding of the importance of C2C interactional justice and customer perceived service climate in online customer service situations that prior research has yet to establish. In particular, previous studies have not investigated the negative effects of a situation that produces sub-optimal customer perceptions of a service climate.

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