On these grounds, the case study reveals some alternative approaches to the audit model based on more meaningful partnerships.
Mutiny and Its Bounty: Leadership Lessons from the Age of Discovery by Patrick J. Murphy
Implications pertain to successful and ethical supply chain relationships between foreign entrepreneurial firms and the developing economic systems they enter. View on neilsonjournals. Competition and entrepreneurship are driving forces in the development of economic systems.
They create jobs, new opportunities to generate value, and lead to the fulfillment of personal career and life goals. As such, it is important to As such, it is important to understand the basic economic and cultural factors that influence these activities in developing economies.
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We undertook a series of analyses in an examination of a heterogeneous sample of economic zones in Southeast Asia. Results illustrate relations between national culture, human development, and business and growth competitiveness. Implications hold that human development and power distance are enablers of entrepreneurial activities in these cultural and national settings. Our contribution is instrumental to development of public policy and regulatory guidelines for facilitating entrepreneurial activity in the developing economies of Southeast Asia.
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Despite suggestions that business school professors do not understand what actually accounts for the performance of business organizations, the evidence is anecdotal at best. We review past work, develop expectations, and provide We review past work, develop expectations, and provide large-scale evidence for examining the validity of such suggestions. Analysis of closely matched pairs showed that companies with former business school professors as executives generated significantly greater revenues per employee than counterparts with non-former professors as executives.
Companies with former professors in vice-president positions had the best performance in the sample, signifying the value of correspondence between academic expertise and functional business area.
Companies with executives who had exited academic careers early performed better than companies with late career exit counterparts. The performance of companies with executives who were professors at top-ranked business schools was the same as other companies with executives who were professors at non-ranked business schools.
We observed controls to mitigate effects from organization size, industry sector, and geographic location and executed several auxiliary analyses to assess the validity of principal findings. Finally, we interviewed a sub-sample of executive manager participants by telephone and collected qualitative data from them via surveys to further interpret the results and diminish alternative explanations. Our findings suggest that the fashionable idea that business school professors are unable to "walk the walk" is a popular myth. Business , Entrepreneurship , and Opportunity Recognition.
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Mutiny and Its Bounty
This case study addresses critical aspects of the strategic management decision to be made by Wenzhou Aike Shoes Company, Ltd, a Chinese multinational shoe manufacturer. The specific focus is on Aike's operations in Elche, Spain. Over a Over a period of several years, upheaval stemming from a multitude of Chinese new entrants to Elche's revered shoemaking industry reached a flashpoint. The Chinese new entrants run operations significantly differently than the local Elche businesses in terms of daily practices, production, imitation, price competition, and supply chain management.
All of these aspects derive from deep cultural differences and are highlighted in the case. Several strategic options, such as foreign partnership, brand acquisition, and exiting Elche are presented for discussion. View on ecch. Research has shown that female entrepreneurs face unique barriers to entrepreneurial success, such as procuring funding and being perceived as credible.
Limited past theory has addressed how these challenges can be met effectively by Limited past theory has addressed how these challenges can be met effectively by female-run entrepreneurial ventures. As a result, effective strategies for female entrepreneurs to overcome them are unclear. To address the need for research in this area, the authors use signalling theory to guide an empirical study utilizing panel study data based on entrepreneurial ventures female-run; male-run.
Signals perceived by outsiders pertaining to the risk preference, legitimacy and social capital of female-run ventures are examined and linked to venture funding, net worth and longevity outcomes. The results, based on non-parametric analyses and statistical modelling, suggest that expert capital social capital from experts leads to perceptions of higher legitimacy and funding success for female-run ventures.
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View on ingentaconnect. Purpose — The paper seeks to explore lessons in service delivery from an industry that no longer exists. The transatlantic passenger liner dramatizes some of the most unique challenges of service delivery. The ship itself was a delivery The ship itself was a delivery mechanism completely separated from support services.
Customers were essentially contained for extended periods. Whereas all customers received the same core transportation service, peripheral services varied substantially by service class. Primary and secondary source material is used to exemplify service management challenges. Findings — Socioeconomic and technological factors played major roles in delivery system design decisions.
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With stable and loyal workforces and well designed delivery systems, ocean liners were able to deliver service successfully to customer classes with widely varying expectations. Practical implications — Service management on ocean liners occupied a range of levels and intensity not found in current organizational contexts.
The context provides modern practitioners pure consideration of complexities and service management implications. Examination of service management in this context provides information of original value not available from examination of other kinds of organizations. Business , History , and Services Marketing and Management. Developing and Validating a Construct of Entrepreneurial Intensity more. In this article we define, validate, and propose a construct of entrepreneurial intensity, or the degree of entrepreneurship in firms.
First, in defining the con struct, we explore theoretical differences between entrepre neurial First, in defining the con struct, we explore theoretical differences between entrepre neurial intensity and orientation in order to distinguish it. Professor Murphy has published extensively in leading scholarly journals. His novel theoretic models of entrepreneurial phenomena have made him popular with students, business leaders, and in the media. In , Future Founders selected Dr.
A veteran of the US Navy, he is also a thoroughbred racehorse owner and is active in racing and thoroughbred aftercare. Proven and emerging leaders. But the culture of the Age of Discovery assumed that members should depose a bad leader. It was understood that mutiny could save a venture or help it succeed.
Ship captains recognized this and the best of them were, amazingly, able to harness the mutinous energy and put it in service of the venture. Christopher Columbus dealt with three mutinies during his most famous enterprise; he used the first mutiny to bolster commitment from members and discover land.
Although there were also some infamously fierce mutinies, those cases turn out to have been the exceptions. Reflect for a moment on the nature of high-risk business ventures, and you might conclude that this mutinous ethos still exists. If you are familiar with entrepreneurial communities, then you know that not deposing bad leadership is hostile to the survival of a venture. Entrepreneurial founders and leaders are often removed via mutinies, and it usually happens when environmental uncertainty is most salient.
Indeed, the current entrepreneurial age, launched in mid-twentieth century Silicon Valley, is itself the product of a mutiny. The brief history is that it all began when the team at Shockley Semiconductor rose up against its founder William Shockley. It was a culture-defining event that embedded assumptions still present in the Valley about the value of trained specialists, delegated power, autonomy, flat and adaptable organizational structures, and questioning flawed authority.
The similarities do not end there. Another peculiarity of the Age of Discovery is that its bold seafaring ventures were revered at a sociocultural level, much as high-impact entrepreneurial exploits are revered today. Now as then, people dream of leading such ventures, and come to do so through a remarkably analogous process. By contrast, the case for mutiny is very hard to make in the modern industrial organization.
Here, successful performance is defined above all by efficiency. Members cannot mutiny against their leader without violating policy, disrupting operations, and usually creating a situation even uglier than bad leadership itself.