infonet-economy

Volition is an important characteristic in the field of training and vocational guidance. Literature on entrepreneurship has focused on this concept to better understand the behavior of the entrepreneur ( Achtziger & Gollwitzer, 2008). This study analyzes the personal characteristics involved in the process of transformation of intentions into actions in the field of entrepreneurship. Three categories of people were included in this study, whi ch allowed us to circumvent the methodological problems associated with the implementation of a longitudinal study. Thus, our sample consisted of university and business school students, potential entrepreneurs, and entrepreneurs. We conducted a variance a nalysis after confirming the homogeneity of each group, thus allowing intergroup comparisons. We found that volitional capacities are mobilized in a successive order, one after the other. In addition, this order is determined by the individual’s progress o n the process of creation.

Cet article explore les liens mutuels entre la responsabilité sociale des entreprises (RSE), la gouvernance d'entrepri se (GE), et de la performance financière de l'entreprise (PF). Nous analysons dans mesure les structures de gouvernance d'une entreprise peuvent influer sur ses pratiques en matière de RSE et avoir un impact sur ses performances financières. Pour prendre e n compte les interactions mutuelles entre ces variables, nous proposons un modèle XX Ve Conférence Internationale de Management Stratégique Hammamet, 30 mai -1 er juin 2016 2 global, fondé sur l’approche « partial least squares path modelling » (PLS -PM), en utilisant un échantillon de 486 grandes entreprises américaines et européennes pour la péri ode 2002 -2011. Nos résultats mettent en évidence un impact positif de la gouvernance d'entreprise et des variables financières sur la RSE. Le principal déterminant de la RSE est la gouvernance des firmes dans le cadre de leurs contraintes financières (majo ritairement l’effet de levier) L'effet de levier leur permet d'obtenir plus de ressources financières et affecte positivement leurs pratiques en matière de RSE. Cela confirme également l'hypothèse qui stipule que l'effet attendu des pratiques de RSE est un e diminution de la perception du risque par les investisseurs et l'amélioration de la performance financière de l'entreprise, ce qui conduit les banques à appliquer de meilleures conditions de prêt à ces entreprises. L'adoption des principes de RSE augment e principalement la performance comptable de l'entreprise et, secondairement, sa performance boursière. Cependant, dans notre modèle, nous avons un double effet. Nous identifions le lien direct entre la gouvernance et la performance financière d’une part e t un lien indirect entre ces deux variables médiatisé par la RSE d’autre part. Cette deuxième relation, qui n’est pas explorée dans la littérature, renforce l'impact de la bonne gouvernance sur la performance financière.

This book aims to determine the significant differences between exporting family and nonfamily SME in order to profile these exporting family firms with respect to their general export performance and the underlying strategies, their scope of exporting countries and characterizing them in different types of exporters. A comparative analysis is conducted based on the Swiss International Entrepreneurship Survey. A literature review leads to various hypotheses regarding the comparison of family and nonfamily SME, differences between founder-led and the successor-led family firms, and for differences between fully family owned firms and family firms with minor third shareholders.

To advance understanding of the motivational dynamics by which, in the very early stages of entrepreneurial pursuits , some individuals get sufficiently excited by a new venture idea to examin e it further and engage into more entrepreneurial efforts, it is theoretically important to not only study the influence of individual dispositions and circumstantial dynamics, but to also capture the effects of early - stage beliefs about these ideas . In o rder to foster research in this area, we conduct a series of studies to assess the validity and effectiveness of a new instrument targeting people’s early-stage opportunity beliefs.

Although the international growth of entrepreneurial firms has received much attention over the past two decades, relatively little research has actually explored th e effects that differences in the firm’s product knowledge may have on their internationalization outcomes. Moreover, we know little about how entrepreneurial firms can leverage networks to impact the effect of knowledge on different types of international growth. Usi ng a sample of 279 Swiss SMEs, we find that product component knowledge drives internationa l sales growth of SMEs while it negatively impacts international scope expansion of SMEs. An d this relationship is moderated by the extent to which the SMEs we studied used their networks in their internationalization efforts. We derive implications for research on internationalization and entrepreneurship.

Companies striving for innovation often struggle to develop and implement radically novel projects that do not fit their established formal organization, logics or routines. Indeed, such projects face significant internal barriers due to which they are often not initiated at all or terminated internally before reaching maturity for production scale - up or market launch. Management research has recently started descri bing secretive strategies, called bootlegging, which entrepreneurial employees develop to avoid premature termination and to pursue their projects ‘in the shadow’ of the formal organization. While prior research has provided first descriptions of the pheno menon as well as suggested some of its antecedents, an understanding of the process of bootlegging is largely missing. This study focusses on bootlegging processes and, more specifically, on the challenges that bootlegging projects face when moving from “s hadow to light”, i.e. when they are announced in order to be integrated back into the formal organization. We draw on a comprehensive study of 15 bootlegging projects in a leading multinational technology - driven organization. Comparative analyses of these cases provide insights into important intervening conditions that bootlegging projects may face and allows deriving propositions how they can be overcome like (i) strategic networking, (ii) targeted embedding, and (iii) actionable selling. Implications are derived for the emergent research on bootlegging as well as for fostering radical innovation in established organizations.

This paper examines the factors influencing the capital adequacy ratio (CAR) of foreign banks. We test whether the CAR of subsidiaries and branches in developed and developing countries depends on the same factors. We use data from 310 subsidiaries and 265 branches to test the impact of the parent banks’ fundamentals on subsidiaries’ and branches’ capital ratios. We also study how the economic condition and regulatory environment in a bank's home country determine foreign banks’ CAR. Our results provide strong evidence that the CAR of subsidiaries and branches operating in developing and developed countries do not depend on the same set of explanatory factors. We also find that the regulatory framework of a parent bank's home country affects the capitalization of its foreign subsidiaries in the host countries. Finally, we show that specific variables of the parent bank have a stronger effect for foreign banks highly related to the interbank market.

In this book, the authors take us on a journey that helps us understand the notion of entrepreneurship in multiple and interesting ways. Fundamental questions are first answered, such as: Why entrepreneurship is important for our society? Do entrepreneurs add to the wealth of a nation, contribute to the development of a society, create social change and stimulate the business climate? The authors then adopt a ‘toolkit’ pedagogical approach, by guiding new entrepreneurs on how to tackle the key challenges faced when launching a new business: Choosing the right market and understanding the steps in conceiving a relevant and effective Business Plan. The last section of the book explains how entrepreneurial ecosystems develop themselves, by presenting a global entrepreneurial ecosystem snapshot. The authors provide us with some very original examples from various developed and fast-developing countries, such as the USA, Switzerland China, and with some illustrations of the quest for entrepreneurship in Romania.

Leading others is generally accepted as a process by which an individual influences another individual (or collective) to exert effort in reaching organizational goals (Northouse, 2010) . As such, leading others within organizations does not have to be tied to any particular organizational or hierarchal position to employ such influence (Wheelan & Johnston, 1996; Yukl, 2013) . In addition, scholars have also untethered leadership from the notion wherein a single leader influences others to the notion of shared or distributed leadership wherein mutual influence is paramount (Carson, Tesluk, & Marrone, 2007; Hernandez, Eberly, Avolio, & Johnson, 2011; Sergi, Denis, & Langley, 2012) . A key question then becomes how does this mu tual influence develop and translate into organizationally - relevant behavior? While there are multiple paths to answer this question, scholars have recently explored one particular path – identity – wherein shared identity and/or identification creates mut ual influence and subsequent organizationally - relevant behaviors (DeRue & Ashford, 2010; Sluss & Ashforth, 2007) . Our study , therefore, focuses on how co - worker dyads mutually influence each other and how this mutual influence translates to in - role performance. More specifically, we investigated how sales dyad s ’ relational identification (i.e. the extent to which the sales dyad’s relation ship is self - defining; Sluss & Ash forth, 2007 ) engenders a sense of balanced contribution and how balanced contribution leads to key performance indicators (in our case, visits to client sites).