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The purpose of this paper is to analyze the role of gender and faculty rank to determine their contribution to individual variance in research productivity for doctoral social work faculty in Israel.

H-index scores were used to assess research productivity. Quantitative comparisons of the h-index scores were performed for a sample (n=92) of social work faculty from Israeli universities with social work doctoral programs. Average h-index differences were assessed between genders at each tenure-track faculty rank and between faculty ranks for each gender.

Scholarly impact varied as a function of faculty rank. There was little indication of variance due to gender or the interaction of gender and rank. The average h-index of male faculty was higher than the mean h-index for women at the rank of lecturer and full professor. Women had a higher mean h-index than men at the rank of senior lecturer and associate professor. H-index means varied most at the full professor level.

Results were congruent with previous studies demonstrating that male faculty in the social sciences have higher overall h-index scores than women. However, this study was unique in its finding that this gap was reversed for Israeli social work faculty at the senior lecturer and associate professor. Further research is needed to examine the differences in publication patterns of social work faculty in different countries.

This study builds on previous investigations on the scholarship of social work faculty using h-index scores. The purpose of this paper is to compare two methods of determining the excellence of social work doctoral programs.

This study compared rankings in 75 social work doctoral programs using h-index vs the US News and World Report (USNWR) list. The accuracy of predicting scholarly productivity from USNWR rankings was determined by joint membership in the same quantile block. Information on USNWR rankings, h-index, years of experience, academic rank, and faculty gender were collected. Regression analysis was used in creating a predictive model.

Only 39 percent of USNWR rankings accurately predicted which programs had their reputation and scholarly productivity in the same rating block. Conversely, 41 percent of programs had reputations in a higher block than their scholarly productivity would suggest. The regression model showed that while h-index was a strong predictor of USNWR rank (b=0.07, 95% CI: 0.05, 0.08), additional variance was explained by the unique contributions of faculty size (b=0.01, 95% CI: 0.01, 0.02), college age (b=0.002, 95% CI: <0.001, 0.003), and location in the southeast (b=−0.22, 95% CI: −0.39, −0.06).

For many programs, reputation and scholarly productivity coincide. Other programs have markedly different results between the two ranking systems. Although mean program h-indices are the best predictor of USNWR rankings, caution should be used in making statements about inclusion in the “top 10” or “top 20” programs.

Entrepreneurs and their ventures are often portrayed as unambiguously positive forces in society. Specifically, high technology and equity-funded startups are heralded for their innovative products and services that are believed to alter the economic, social, and even political fabric of life in advantageous ways. This paper draws on established theory on the causes of misconduct in and by organizations to elaborate the factors that can give rise to misconduct in entrepreneurial ventures, illustrating our arguments with case material on both widely known and less well-known instances of entrepreneurial misconduct. In venturing into the dark side of entrepreneurship, we hope to contribute to theory on entrepreneurship and organizational misconduct, augment entrepreneurship pedagogy, and offer ideas and examples that can enhance entrepreneurs’ awareness of their susceptibility to wrongdoing.

Scholars have examined the importance of culture in entrepreneurship since at least the 1970s. Lounsbury and Glynn (2001) gave these efforts new impetus by explicitly theorizing entrepreneurship as a cultural process. In the intervening 20 years, work in this area has proliferated. To date, however, this work has emphasized the positive aspects of cultural entrepreneurship almost exclusively. Not all episodes of cultural entrepreneurship are positive, though, and not all entrepreneurial stories have a happy ending. Acknowledging this, we develop a framework for investigating the dark sides of cultural entrepreneurship. We posit four pathways through which cultural entrepreneurship might lead to negative outcomes. Along one dimension, we distinguish false promises and harmful practices. The second dimension differentiates between negative outcomes and negative spillovers. We illustrate our arguments with real-world examples, and discuss how our framework signals new research opportunities related to corruption and wrongdoing, as well as the potential for cultural entrepreneurship research to focus on authenticity as well as legitimacy.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

The paper focuses on legitimation and legitimation strategies applied by companies. Following the process of systematic review, we analyse empirical studies exploring legitimation and legitimation strategies from different theoretical perspectives. Using the key findings by reconnoitering and comparing the theoretical background, approaches, methodologies and findings of these empirical studies, we outline potential directions for research in the legitimation strategies of firms engaged in international business operations.

The purpose of this paper is to develop a green supplier development (GSD) process model and validate the model with a case study in Indian automobile industry.

A literature survey of peer-reviewed journal articles, survey reports and paradigmatic books with managerial impact is done for the research. The process of GSD is modeled using stage-gate approach and KPIV and KPOV of the process are determined. The process model is implemented in an Indian automobile components manufacturing industry for validation.

The industry implemented the model with ten suppliers and was able to successfully convert seven of them into Green suppliers. Remaining three suppliers were asked to repeat the process again or terminate the contracts. Model implementation took around three years starting from planning of resources and finances to actual development of suppliers.

The model implementation was done with a small automobile industry and hence the validation and implications may be generalized by taking the case study further in different industries. It would be beneficial to test the model with case studies of large-scale industries.

The process model for implementing GSD activities will help managers in taking complex investment decisions. The stages and process inputs and outputs are clearly defined which helps the managers to successfully develop the suppliers.

This paper puts forward the process model that should be implemented for the successful development of green suppliers. It might represent new opportunities for rigorous and relevant research in the area of green supply chain.