bluuebunny/crossref_metadata_2025_split huggingface dataset:
Welfare Rights
Authors: Wellman Carl P. 
Published: January 2015

Abstract
Welfare rights are rights to or concerning well‐being. Thus, “welfare” refers to (i) the happiness or well‐being of a person, (ii) a source of happiness or personal well‐being, or (iii) the organized provison for the basic well‐being of the needy members of the community. Most authorities interpret them as consisting of moral or legal claims. Some may be human rights, rights one possesses simply as a human being; others may be civil rights, rights one possesses as a member of some legally organized society. Most libertarians limit rights to negative rights, but welfare rights seem to be positive rights, rights to be provided with welfare rather than rights not to have one's liberty of pursuing welfare hindered. Primary welfare rights are rights to welfare benefits. Secondary welfare rights are rights concerning, but not to, some welfare benefit, for example, a right to a fair hearing before one's welfare benefit is terminated.
Anti‐Bribery Legislation
Authors: Hurwitz Lisa M. 
Published: January 2015

Abstract
This article provides a broad overview of global anti‐bribery legislation primarily, as it relates to legislation prohibiting a person or organization in one country from bribing government officials in other countries. The topic is so vast, only a summary, trend‐based look fits the purview of this encyclopedia. The battle against government corruption has been waged for millennia, with no successful conclusion in sight. The global legislative trend, however, is strongly anti‐graft. Although numerous cases of bribery go unremarked, a growing number of organizations are finding themselves embroiled in expensive and damaging legal quagmires because employees, agents, or representatives used bribery in an attempt to gain an advantage.
Human Dignity
Authors: Kennedy Robert G. 
Published: January 2015

Abstract
Human dignity in antiquity was commonly a marker of the status a person enjoyed in society. The higher the social position, the more dignified the person, making dignity to be contingent and ephemeral. By contrast, the Stoics taught that dignity was not so much a sign of social position as a description of the personal qualities, the excellence, of individuals. A person possessed dignity to the extent that he possessed and manifested virtue, regardless of social position. In the modern era, however, is more often associated with an individual's membership in the human species and thought to be a value attached to persons commanding a minimum of respect without regard to social status or personal characteristics. Justifications for this view may be philosophical, such as the Kantian argument that grounds dignity in the autonomy of human persons as rational agents, or theological, such as the Christian argument that grounds dignity in the status of persons as creatures made in the image of God. While the idea has critics, the assumption of human dignity imposes duties on business, which must respect the dignity of customers, employees and communities.
Europe, Business Ethics In
Authors: Liedekerke Luc van , Dubbink Wim 
Published: January 2015

AbstractWe compare the present state of business ethics in Europe with the situation as described by Enderle in 1996. At that time business ethics was still dominated by a mainly philosophical, normative analysis of business issues with a maximum of 25 chairs in business ethics all over Europe. It has since expanded significantly in numbers as well as diversified into many different domains. We find this rich diversity in the conception of business ethics back in teaching, research, training, and company practice. Decisive for the expansion of business ethics in Europe has been the advance of Corporate Social Responsibility (CSR) and the official backing of CSR by the European Commission. We further argue that the prevalence and importance of business ethics and CSR differs throughout Europe. A rough approximation based on a literature review and a survey among European Business Ethics Network (EBEN) members suggests that it is more important and more developed in core and Nordic European countries and somewhat less in Southern and Central European countries. The eastern most countries such as Belarus and Bulgaria remain a challenge.
Moral Luck
Authors: Michaelson Christopher 
Published: January 2015

Abstract
Some moral theorists hold that moral luck is an unavoidable part of the human condition and so also of the business environment. Managers are often rewarded for successes which were not completely within their control and blamed for failures for which they were not solely responsible. Sometimes, their decisions involve the potential for unforeseeable or unknowable events to intervene, entailing significant moral consequences. Performance measurement systems that acknowledge a plurality of valuable economic and non‐economic performance indicators may help to mitigate the avoidable effects of luck on human well‐being.
Management as a Profession
Authors: Baldwin Eric , Khurana Rakesh 
Published: January 2015

Abstract
Assertions of managerial professionalism date as far back as the origins as management as an occupation in the late nineteenth century, as managers of large corporations presented themselves as stewards of the nation's economic resources. Over the course of the twentieth century, however, first a managerial and then a market logic pushed aside the professional identity of managers. As a result, management as currently practiced does not qualify as a genuine profession, reflected in its failure to develop the key criteria that define a profession: a specialized body of knowledge; a formal system that certifies that individuals have mastered that knowledge; a commitment to the public good; and a code of ethics with means to enforce it. The article concludes that the development of a more genuine professional identity and ethos for management could go some distances toward reorienting the practice of management away from self‐interest and profit‐maximization to an approach that seeks to create sustainable, value‐creating economic enterprises that benefit society as a whole.
Professionalism
Authors: Kennedy Robert G. 
Published: January 2015

Abstract
Professionalism is an ambiguous term that is commonly used to describe a variety of occupations. There is a narrow class of occupations, however, that are professional in the strictest sense. The defining characteristic of the true professional is an ability to exercise sound and reasonable judgment about important matters in conditions of uncertainty. This capacity and its exercise, in turn, depend upon both the development and possession of specialized knowledge as well as a public commitment by professionals to serve the interests of others. Furthermore, professionals precede professions, which are associations of those who already exhibit the traits of professionals. Historically, occupations such as medicine, law and engineering have been considered professional but in the modern era the list of professional occupations has expanded. Given the importance of organizations to modern life, it is quite appropriate to consider management as an emerging professional occupation, if it can genuinely display the key characteristics of professionalism.
Social Media
Authors: Provinske Pat R. 
Published: January 2015

AbstractThe English proverb, “You are responsible for you,” may guide people when they use social media's powerful technology. As social media continues to evolve, it will be helpful to look at a brief definition, a timeline of its history, five distinguishing features, some of the ethical issues related to its use, the responsibility of social media users, guidance on creating a social media policy, and positive and negative findings of several researchers.
Workplace Democracy
Authors: Nielsen Richard P. 
Published: January 2015

AbstractWorkplace democracy is the practice of democratic, political principles in the workplace. Democracy, and derivatively, workplace democracy are considered both ethical ends in themselves as well as ethical and productive means to the end of economic and social development. Workplace democracy is motivated by the belief that a person and society can achieve greater flourishing and ethical development though citizenship responsibilities and rights than by simply obeying and implementing orders with technical efficiency.Workplace democracy is different from participatory management which allows lower level employees to offer opinions to upper level management. Participatory management is practiced primarily for psychological motivational rather than ethical, democratic reasons. There is also a great deal of evidence to suggest that employees are more motivated to implement decisions that they had some participation in advising about than decisions they had no participative role in even when the decisions were not what they advised.
Ethical Business Culture
Authors: Jondle Douglas J. 
Published: January 2015

Abstract
In characterizing ethical business culture, a Model of Ethical Business Culture (MEBC) has been created through research conducted by the Center for Ethical Business Cultures. It is composed of five distinct elements: values driven, leadership effectiveness, stakeholder balance, process integrity, and long‐term perspective. The empirically derived model is based on the perspectives of business executives and academics of business ethics, who were asked what dimensions they believe frame an ethical business culture. It is not meant to be prescriptive. Each “ethical” organization is unique in how it expresses or constitutes the five elements.
Absorptive Capacity and the Entrepreneurial Process
Authors: Zahra Shaker A. , George Gerard 
Published: January 2015

Abstract
In order to gain advantage from investments in alliances, acquisitions, R&D, and other activities aimed at bringing new knowledge into a firm's operations, companies must possess the requisite absorptive capacity, defined as the ability to identify potentially useful knowledge and then import, understand, assimilate, and exploit it into their operations. This entry covers the various dimensions of absorptive capacity.
Affect and Entrepreneurship
Authors: Baron Robert A. 
Published: January 2015

Abstract
Positive affect (positive moods and feelings have been found to generate many beneficial effects‐ e.g., enhanced task performance, increased career and personal success. Such benefits appear to extend to entrepreneurs , but only if the positive affect is not extremely high. When it is, detrimental effects such as reduced attention to negative information, may occur., and can pose serious risks to entrepreneurs.
Business Model
Authors: Zott Christoph , Amit Raffi 
Published: January 2015

Abstract
In this essay, we review scholarly work on business models, and provide clarity about the various ways in which the business model has been conceptualized, specifically with regards to value creation and value capture. The business model concept promises to further our understanding of wealth creation by pointing to the design of the firm's activity systems and its economic exchanges as a potential locus of innovation and value creation. The concept portrays the entrepreneur as the architect of the activity system, and as a creative designer (and, potentially, innovator) of economic exchanges, which complements received notions of entrepreneurs as product and process innovators. One key takeaway of our brief review of the literature is that one can think of a business model as a template for how a focal firm and its partners conduct activities and economic exchanges across the focal firm's boundaries, to link resource and product markets in the quest for wealth creation.
Cognition and Entrepreneurship: One View of the Entrepreneurial‐Expertise Approach
Authors: Mitchell Ronald K. 
Published: January 2015

Abstract

Since its beginnings in 1994, the entrepreneurial‐expertise view of entrepreneurial cognition has evolved along a developmental pathway similar to the one mapped by the critical‐thinking hierarchy now known as
Bloom's Taxonomy.
Under this framework, entrepreneurial‐expertise research can be seen first to focus on knowledge and comprehension, then later upon application and analysis, and more‐recently upon synthesis and evaluation. In this article, I track this developmental trajectory through the lens of my own research stream (as requested by the Editors). Three primary periods of research are analyzed and summarized: (1) knowledge and comprehension‐focused: 1994–1999; (2) application and analysis‐focused: 2000–2005; and synthesis and evaluation‐focused: 2006 – to date of publication. I also suggest three possible future directions for entrepreneurial‐expertise‐based research: (1) incorporation of the dynamic view of entrepreneurial cognition into more fine‐grained general cognitive explanations; (2) linkage of this stream to opportunity creation research; and (3) the exploration of a dynamic view of entrepreneurial
expertise
, in particular. I conclude, that on the basis of this research stream, entrepreneurial‐expertise research contributes to explanations of why some but not others become entrepreneurs, and why entrepreneurial achievement varies across individuals.
Cognitive Heuristics and Entrepreneurial Action
Authors: Simon Mark 
Published: January 2015

Abstract
Researchers have begun to explore the relationship between cognitive heuristics and entrepreneurial action. Individuals utilize these heuristics because their cognitive capacity is limited, so they can neither comprehensively search for nor accurately interpret information. Instead, individuals may apply a rule of thumb that systematically violates the rules of probability and may lead to deviations from normatively derived answers. Importantly, these heuristics might have detrimental or positive ramifications. While they may lead to errors, they may also assist people when making judgments that involve high levels of uncertainty, novelty, and time pressure‐the very conditions surrounding.
Creating Value
Authors: Bamford Charles E. 
Published: January 2015

Abstract
Value creation is the act of obtaining rents (widely defined as financial, social, or personal) that exceed the total costs (which may or may not include average rates of return for a particular industry) associated with that acquisition. More specifically, value creation is any outcome that has a positive utility (which may be economic or noneconomic in nature) for any member of the subsystem. The opportunity for creating value lies within market response timing under the assumption of market equilibrium, with unique resource bundles under the assumption of market disequilibrium, or as a result of creative discovery under an approach that examines the results of an individual or group of individuals' exploitation of an opportunity.
Dominant Logic, Entrepreneurial
Authors: Heppard Kurt A. , Meyer G. Dale 
Published: January 2015

AbstractEntrepreneurial dominant logic is a constantly evolving information filter that is economically and managerially oriented and is based on organizational processes, schemas, or mental maps. This filter attenuates the complexity of information in the firm's external environment and shapes the conceptualization and execution of wealth creation within the context of the existing firm and its businesses. Entrepreneurial dominant logic is at the heart of corporate entrepreneurship and drives or guides the configuration or reconfiguration of internal resources and capabilities to reactively or proactively support environmentally related change or diversification via growth into new ventures in order to create or capture entrepreneurial rents in the new competitive landscape.
Entrepreneurial Discovery and Alertness
Authors: Alvarez Sharon A. , Barney Jay B. 
Published: January 2015

Abstract
Discovery opportunities are assumed to arise from competitive imperfections in markets due to changes in technology, consumer preferences, or some other attributes of the context within which a market or industry exists. In particular, these opportunities emerge independent of the actions of those seeking to generate economic profits from exploiting them and thus are “objective” and “real” in the sense those terms are used by scholars who adopt a critical realist philosophy. The task of those seeking to exploit discovery opportunities, thus, is to be “alert” to the existence of these objective opportunities and to “claim” those that hold the greatest economic potential. However, as discovery opportunities are considered by discovery theorists to be objective and real, in principle, they could be discovered by anyone operating in an imperfectly competitive market.
Environmental Jolts
Authors: Bradley Steven W. 
Published: January 2015

AbstractEnvironmental change is ironically one of the few constants for organizations. At times, changes form regular patterns such as industry cycles, whereas at other times, change can be sudden or unpredictable. These sudden changes, or environmental jolts, are difficult to prepare for or foresee. Are sudden changes always a liability or can they be an opportunity? The particular implication of environmental jolts for entrepreneurial organizations is compared and contrasted to established organizations in this discussion.
Family Business
Authors: Hoy Frank 
Published: January 2015

Abstract

Scholarly interest in family business is relatively recent, some targeting the introduction of
Family Business Review
in 1988 as a seminal event by offering a focused outlet for research studies on the subject. In subsequent years, indications of the growth of the field include the formation of family business programs at universities, the initiation of professional associations, and the launches of additional journals. Topics frequently addressed in research investigations include interpersonal family dynamics, succession, interpersonal business dynamics, and business performance and growth. Academic conferences have resulted in multiple special issues of journals with particular attention toward the interface of family business and entrepreneurship. The domain has gained wider acceptance in business education and scholarship.
Human Resource Management and Corporate Entrepreneurship
Authors: Hornsby Jeffrey S. , Messersmith Jake G. 
Published: January 2015

AbstractThis article discusses the connection between high performance work systems and corporate entrepreneurship. HR systems promise to play a prominent role in helping to develop the human and social capital necessary to build large firms with entrepreneurial capabilities. Specifically, systems that develop fit between knowledge management practices, compensation programs, and the design and administration of other HR policies will be more likely to produce entrepreneurial outcomes. These factors along with future challenges and directions are discussed.
Incumbents' Advantage
Authors: Rothaermel Frank T. 
Published: January 2015

Abstract
The inherent advantage of new entrants who disrupt existing industries and produce creative destruction is challenged. It is argued that incumbents can survive and even prosper in the face of such entrepreneurial challenge based on their ability to leverage specialized complementary assets. Examples of such assets and incumbents who were able to take advantage of them are provided. It is posited that adept deployment of such assets can provide advantage to incumbents even in the face of radical innovation by the new entrant. Implications for competitive strategy and ongoing research are drawn.
Initial Public Offerings and New Ventures
Authors: Certo Samuel T. 
Published: January 2015

Abstract
The nature of initial public offerings (IPOs) is examined, together with the benefits derived from pursuing an IPO. The typical steps involved with an IPO are summarized. Key trends surrounding IPOs are explored, including the tendency for shares to be under‐priced and for the firm that goes public to subsequently under‐perform. A number of avenues for further research on IPOs are suggested.
Knowledge Life Cycles and Entrepreneurial Ventures
Authors: Inkpen Andrew C. 
Published: January 2015

AbstractKnowledge, its life cycles, and its relationship with entrepreneurial ventures are investigated. Knowledge types are discussed, together with how knowledge evolves in a firm and in a broader environmental context. Knowledge life cycles are examined from two perspectives: (i) the transformation of knowledge from idea through product development and organizational knowledge‐sharing within an organization or new venture and (ii) the evolution of the individual idea from a single firm to a larger network and ultimately to commoditization as a public good. Suggestions are provided for future research direction.
Management Buyouts (
MBO
s)
Authors: Wright Mike , Amess Kevin 
Published: January 2015

Abstract

A typical management buyout (
MBO
) installs a governance structure on a firm with the following characteristics: a concentration of equity held by incumbent management and by private equity (PE) firms, and increased leverage secured against the firm's assets and future cash flows. The traditional agency theory perspective of MBOs posits that the MBO governance structure attenuates the agency costs associated with the listed firm. This is because managers' equity stake encourages them to behave like residual claimants; PE firms have a financial incentive to monitor firm performance, and the high leverage bonds managers to make interest payments using cash that would otherwise be used to make non value‐maximising investments. The more recent entrepreneurial perspective of MBOs emphasizes that PE firms possess strategic capabilities that complement target firm capabilities. PE firms and managers have financial incentives to exploit profitable growth opportunities that would previously have been neglected prior to an MBO, particularly if the firm was previously a division in a bureaucratic structure. Evidence supports both perspectives prediction of performance improvements after an MBO. There is debate concerning whether MBOs are a form of shock‐therapy or are a long‐term governance structure, the evidence is unable to resolve this controversy.
Marketing, Entrepreneurial
Authors: Deacon Jonathan H. , Miles Morgan P. , Morrish Sussie C. 
Published: January 2015

Abstract

This article explores the construct of entrepreneurial marketing (
EM
) based on core actors, culture, strategy, and marketing mix activities. This study suggests that
EM
is not simply the nexus of marketing and entrepreneurship, but both wholly marketing and wholly entrepreneurship – both customer‐centric and entrepreneur/innovation‐centric.
EM
is more than the summation of aspects of
MO
merged with
EO
. It is a synergistic opportunity‐driven, innovation‐oriented, proactive, and risk‐accepting set of processes for a marketer to gain competitive advantage.
EM
firms are less hierarchical, and therefore far more adaptable, and in the dynamic environments of the 21st century, that can be a source of competitive advantage.