bluuebunny/crossref_metadata_2025_split huggingface dataset:
Entrepreneurial Orientation
Authors: Lumpkin George Thomas , Dess Gregory G. 
Published: January 2015

AbstractEntrepreneurial Orientation (EO), one of the central concepts in the entrepreneurship literature, refers to the configuration of practices, policies, and processes that provide insights into the creation of entrepreneurial actions and decisions. Early research and theory building drew on the work of Miller (1983) and focused on three dimensions: innovativeness, risk taking, and proactiveness. However, recent work has incorporated the additional dimensions of competitive aggressiveness and autonomy. Central research issues in the EO literature are directed toward exploring the performance implications, in particular, the fit between EO and such variables as structure and environment, as well as the extent to which the dimensions of the construct are independent or covary under certain conditions. Future directions for research and theory building are also addressed. These include additional research into what factors affect the strength or form of the relationship between EO and organizational performance; the incorporation of different perspectives on the five core underlying dimensions; efforts directed at assessing and further developing the EO construct itself; exploration of the boundary conditions in family and nontraditional firms; and, how additional insights into exploring “best practices” in leading‐edge firms can help to inductively derive theory to provide new insights as well as confirm or disconfirm extant knowledge.
The Entrepreneurship Process
Authors: Webb Justin W. , Pryor Christopher G. 
Published: January 2015

Abstract
As the entrepreneurship field has matured, scholars have turned to various process theories as a useful means for synthesizing existing knowledge regarding entrepreneurship into a cohesive whole. Process theories present entrepreneurship‐related phenomena as a sequence of events or activities that are directed toward a specific outcome or goal, such as venture creation and/or growth. This article describes several process theories of entrepreneurship, with particular emphasis on the individual/opportunity model, around which scholarly consensus is forming. And, the article highlights aspects of the theories that may provide opportunities for future theoretical development.
Equilibrium, Disequilibrium, and Entrepreneurship
Authors: Dean Thomas J. 
Published: January 2015

AbstractThe concept of market disequilibrium plays a central role in the understanding of the nature of entrepreneurship and its function in the economic system. While some authors emphasize the role of entrepreneurship in the movement of markets away from the condition of equilibrium (through the introduction of discontinuous change), others view the entrepreneurial process as fundamentally equilibrating because the actions of entrepreneurs move markets closer to a state of perfection. In this view, disequilibrium is created by exogenous changes in technologies, tastes and preferences, and the resultant market gaps and imperfections inherent to states of disequilibrium represent profit opportunities. Whether we believe that entrepreneurs create or exploit disequilibrium conditions, it is clear that entrepreneurs alter market conditions and market conditions motivate entrepreneurial action. Central questions of the field revolve around the nature of disequilibrium, the economic opportunities inherent therein, the means of exploiting such states, and the effect of the entrepreneur on market conditions and social welfare.
Entrepreneurship as Experience
Authors: Morris Michael H. 
Published: January 2015

AbstractVenture creation is a lived experience. Entrepreneurs encounter a wide array of events, many of which are novel, unexpected and uncontrolled, as their ventures unfold. Such events can be characterized in terms of their volume, velocity and volatility. The processing of these events finds the entrepreneur attempting to make sense and give meaning to novel developments. This processing involves cognitive, affective and physiological elements, with many events rich in positive or negative affect. The manner in which events are processed directly and indirectly impacts entrepreneurial decision‐making and learning, which in turn can serve to modify, redirect, and/or completely change the direction of the venture and the nature of the opportunity the venture seeks to exploit. In addition, the experiencing of these events is a key factor in the formation of the entrepreneur over time. In this sense, the entrepreneur forms the venture as he or she is being formed by the venture.
Geographic Location and Regional Variation in Entrepreneurship
Authors: Deeds David L. 
Published: January 2015

Abstract
Entrepreneurial activity does not exist within a vacuum; rather, it is an activity which is firmly rooted in the context in which it is being undertaken. Ventures are created and grown, and succeed or fail within specific geographic contexts that may be more or less munificent along a number of dimensions. These dimensions include risk capital, skilled labor, technical and scientific knowledge, specialized suppliers, supportive cultural norms and values, and social capital/networks. This entry begins with a review of the literature on geographic location and entrepreneurial activity. Specifically, this entry will look at the research on the impact of labor pooling, specialized suppliers, knowledge spillovers, culture, and amenities on entrepreneurial activity and conclude with suggestions of areas for future research.
Growth, Entrepreneurial
Authors: Davidsson Per 
Published: January 2015

Abstract
On the macro‐level, “Entrepreneurial Growth” can be understood as economic growth generated by entrepreneurial activities. This article focuses on the micro level, where “Entrepreneurial Growth” can have either of three meanings: a) the growth of owner‐managed firms; b) the early growth that make start‐ups become “real organizations” rather than just instances of self‐employment, and c) venture or firm growth that has been achieved by offering the market something new rather than by mere volume expansion or the acquisition of activities formerly performed by a different organization. Arguably, this latter interpretation of “Entrepreneurial Growth” is best aligned with recent development in micro‐level scholarship on entrepreneurship.
History of the Academic Study of Entrepreneurship
Authors: Cooper Arnold C. 
Published: January 2015

Abstract

Entrepreneurship as an academic field of study is quite young. It was in the 70s and 80s when business schools began to offer courses focusing on entrepreneurship. Within the Academy of Management, Karl Vesper formed an Interest Group on Entrepreneurship which achieved full status as the Entrepreneurship Division in 1987. In regards to scholarship, the
Journal of Small Business Management
started in 1963 while the
American Journal of Small Business
, started in 1976, changed to
Entrepreneurship: Theory and Practice
in 1988. The
Journal of Business Venturing
was started in 1985 by Ian MacMillan under the sponsorship of the Wharton School while
Small Business Economics
was started in 1989 by Zoltan Acs and David B. Audretsch. A number of specialized journals started, including
Small Business Strategy
(1990),
Family Business Review
(1988), and
Entrepreneurship and Regional Development
(1989). In the 21st Century, some of the prestigious research universities in the U.S., such as Indiana University, University of Colorado, and Syracuse University developed Ph.D. programs in entrepreneurship in order to prepare the next generation of scholars and researchers. The academic study of entrepreneurship will continue to grow and while it is still a developing field it will have even greater impact in the future.
Information Asymmetry and Entrepreneurship
Authors: Dutta Supradeep , Folta Timothy B. 
Published: January 2015

AbstractThe implications of information asymmetries for entrepreneurial action and decision‐making by resource providers are explored. It is argued that firms unable to manage the negative repercussions associated with information asymmetry will find it hard to survive or prosper. These obstacles can, however, be overcome, and three vehicles for doing so are introduced: development of specific institutions that cope with adverse selection, management of moral hazard through controls built into financial contracts, and information transfer through social networks. Research priorities tied to the paradoxes created by information asymmetries are identified.
Legitimacy and Entrepreneurial Behaviors
Authors: Rutherford Matthew W. , Nagy Brian G. 
Published: January 2015

AbstractIn this article, we discuss organizational legitimacy and highlights its importance to the field of entrepreneurship. By considering the various dimensions of legitimacy discussed in the entrepreneurship and organizational theory areas of study, we also highlight its complex nature. In addition, we review legitimacy's effects as they pertain to the viability and success of a new venture. We highlight the theoretical underpinnings of various types of legitimacy and continue by discussing ways legitimacy may be attained utilizing isomorphic methods, strategic and innovative approaches, as well as through social means.
Debt Financing
Authors: Ozkan Aydin , Trzeciakiewicz Agnieszka 
Published: January 2015

AbstractDebt is one of the main financing methods that firms use to fund their operating and investment activities. The observed capital structure patterns of firms suggest that debt financing choice is not made randomly, and firms seem to consider the benefits and costs of borrowing in determining their capital structure. This article provides an overview of debt financing with a specific emphasis on the theoretical and empirical research that focuses on the benefits and costs of the use of debt in the capital structure of firms. It also draws attention to the strategic bargaining and signaling roles of debt financing.
Feedback Trading
Authors: Holmes Phil 
Published: January 2015

Abstract
In this article we consider feedback trading, which refers to trading conduct whereby investors extrapolate from historical price sequences. Feedback trading is an umbrella‐term encompassing a range of price‐based trading strategies (such as momentum and contrarian). From a theoretical perspective, its roots can be traced to both rational (informational and professional) as well as behavioral (availability bias; representativeness heuristic) reasons. Several well‐known trading practices (including stop‐loss orders and portfolio insurance) are essentially feedback in nature (since their activation is triggered upon pre determined changes in prices). Empirical research to date has indicated the presence of significant feedback trading in a wide cross section of markets (developed as well as developing), across different time periods (e.g., Asian crisis) and for different investor‐types (institutional/individual; domestic/overseas). We conclude by identifying a series of unresolved issues related to feedback trading that could motivate future research on the subject.
Capital Structure
Authors: Newton David P. 
Published: January 2015

Abstract
Capital structure is the mix of equity and debt. It can be changed by issuing more debt and using the proceeds to buy back shares, or by issuing more equity and using the proceeds to buy back debt. The question then arises: Is there an optimal capital structure for a company? The solution to this question, for the restricted case of “perfect markets,” was given by Modigliani and Miller (1958), whose fame is now such that they are referred to in finance textbooks simply as MM. What was considered perplexing, before MM, is now replaced by a strong and simple statement about capital structure. MM gives a baseline for comparison but it does not hold, strictly, in the real world. There is, finally, no simple formula for the optimum capital structure of a company. A balance has to be struck, especially between the tax advantages of corporate borrowing and the costs of financial distress.
Commodity Futures Volatility
Authors: Crain Susan J. , Lee Jae H. 
Published: January 2015

Abstract
Several theories have been offered to explain the factors that impact commodity futures contract volatility. This article highlights these theories and provides empirical evidence for the following effects: contract maturity, contract month, price level, quantity, government loan rates, production seasonality, month‐of‐the‐year, day‐of‐the‐week, and turn‐of‐the‐year.
Disinvestment Decisions
Authors: DaDalt Peter J. , McManus Ginette V. , Owers James 
Published: January 2015

AbstractDisinvestment is defined as transactions involving immediate changes in the composition of the firm's assets, and does not include transactions that also result in changes in the firm's ownership or financing structure (i.e. spin‐offs, split‐offs, and equity carveouts). Disinvestments therefore include sell‐offs, liquidations, plant closings, and abandonments. The span of research on disinvestment decisions is briefly summarized, and reasons for disinvestment are discussed. Among others, these include efficient redeployment of resources, the presence or absence of complementary resources, synergies, diversification, the use of divestitures as a source of financing, and information effects.
Financial Distress
Authors: Couwenberg Oscar 
Published: January 2015

Abstract
Financial distress occurs when a firm will not be able to honor its debts now or in the near future. Resolving such a situation often needs a restucturing of assets and/or liabilities. This can be done informally, that is without court intervention, or formally via a legally defined bankruptcy procedure. Research shows an informal restructuring preserves firm value as direct and indirect costs of using a bankruptcy procedure can be avoided.
Agency Theory
Authors: Needle David 
Published: January 2015

AbstractAn agency relationship exists when an agent performs a task on behalf of someone else. Agency theory is based on the assumptions that the agent will act in a self‐interested way and this needs to be controlled. The theory applies to different types of relationships in organizations, for example, between shareholders and managers, management and labor, and in subcontracting. There are strong links between agency theory and those theories related to ownership and control, transaction analysis, and motivation. Agency theory was used to explain management behavior in the 2008 banking crisis. Critics cite the lack of real evidence and question the assumptions of selfish behavior. However, the theory gives some insights as to how organizations operate and to the operation of reward systems and performance management.
Communication and Briefing Groups
Authors: Davey Kate M. 
Published: January 2015

AbstractCommunications researchers draw on a wide range of approaches to human resource management. These can be grouped into three very different, but overlapping, views of communication in HRM. These focus broadly on information management, participation and organizational culture. The most straightforward approach to communication is concerned with the passing of information between senders and receivers. In HRM this may be most evident in the provision of clearly specified, legally required employment procedures. Participation involves interaction between employees and management . This could be in negotiating work conditions between employees and management. Finally, organizations may be seen as communicatively constructed, created and given meaning by the stories, symbols and rituals that convey culture. Briefing groups may be seen either as a conduit for passing information down through the organization, an opportunity for employee participation or as a process through which the organization is structured and constituted.
Outsourcing
HRM
Authors: Cooke Fang Lee 
Published: January 2015

Abstract

A major change in the way the human resource management (
HRM
) function is delivered since the mid‐1990s has been the increasing use of HR outsourcing. This has been taking place not only in large domestic firms and multinational firms in the private sector, but also in the public sector, such as healthcare and education sectors. This article investigates reasons for the rise of HR outsourcing as well as the types of HR activities that are outsourced. It also examines what, if any, differences may exist in the HR outsourcing across different ownership forms, firm size, and nationality. Implications for the in‐house HR capacity and the nature of work and career patterns for HR professionals are also discussed.
Staff Handbooks
Authors: Needle David 
Published: January 2015

Abstract
Staff handbooks either in written or on‐line form bring together in one place information for employees on policies and procedures and rights and obligations. The content may vary widely but usually contains details of basic terms and conditions such as hours of work, pay and holiday entitlement as well as policies on such issues as training and health and safety. The handbook
is a source of reference for employers and managers as well as employees, and can assist in achieving fair and consistent treatment of people across the organization. Some organizations use the handbook to enhance the psychological contract and as part of employer branding. In may countries, it is used to identify key terms that form part of the contract of employment,
although its status in law has been questioned in both the UK and USA. Given its significance as a source of information and its legal status, it is important that the handbook is updated regularly.
Internal Labor Markets and Workforce Planning
Authors: Marsden David 
Published: January 2015

AbstractJob moves by workers occur both between and within organizations. Movements between organizations, by means of local, national, and international labor markets, play a key role in economic adjustments. But it is easy to overlook the equally important adjustments between labor supply and demand that take place within organizations. Sometimes this is due to firms having multiple establishments, and moving workers between their operations in different regional locations.
Mergers and Acquisitions, Strategic Alliances, and their Impact on Human Resource Management
Authors: Lei David 
Published: January 2015

Abstract
The global proliferation of mergers and acquisitions (M&A), along with strategic alliances (SA), among all firm types and sizes has placed great demands on strategic human resources management (SHRM) to formulate and to execute new initiatives to learn, build, and reinforce new sources of competitive advantage. M&A and SA enable organizations to gain access to new markets, product lines, technologies, and geographies. However, they differ along some vital dimensions, especially relating to the degree and nature of control over how distinctive resources are cultivated and utilized. M&A places great demands on SHRM to harmonize the often disparate national and organizational cultures of the newly combined entity. However, the transitional nature of SA, in particular, can potentially generate significant sources of tension among partners as they seek to learn from one another and compete simultaneously. Thus, SHRM needs to recognize this duality of cooperation and competition in SA and design processes that enhance organizational learning while limiting excessive dependence on the partner.
Reward Systems
Authors: Franco‐Santos Monica , Gomez‐Mejia Luis 
Published: January 2015

AbstractReward systems are central to the Human Resource Management function. Their purpose is to attract talented individuals, motivate them, and retain those that have a better fit with the organization. Reward systems have a direct impact (and in most firms the most important one) on the cost side of the organization's financial statement. They are strategic as they influence people's attitudes, behavior, and performance. In this chapter we provide an overview of reward systems and their main components.
Temporary Workers/Temporary Agency Workers
Authors: Cuyper Nele De , Witte Hans De 
Published: January 2015

Abstract
A substantial proportion of the total working population, ranging from 8% in the United States to 14% in Europe, is temporarily employed. Temporary employment refers to dependent employment of limited duration, either directly by the organization or by an agency. The use of temporary employment is mostly inspired by employers' motives related to cost reduction and flexibility. This has led to concerns about the impact of temporary employment for the worker. These concerns are rooted in the observation of poorer quality of temporary jobs compared with permanent jobs. Surprisingly, however, this poorer quality does not lead to an overall negative experience in terms of attitude, health and well‐being among the temporary workforce. Possibly, temporary workers see their job as a transitory stage to permanent employment.
Business Process Reengineering
Authors: Glick Willam H. 
Published: January 2015

Abstract
Business process reengineering is a systematic change management methodology focused on radical transformation of processes and systems tied to enhancing value for customers. It is a strategic cognitive approach grounded on rethinking the organization to deliver measurable results. Changes to business processes must be matched with a realignment of strategy, structure, culture, jobs, and information systems.
Partnership at Work and Mutual Gains
Authors: Johnstone Stewart , Ackers Peter 
Published: January 2015

AbstractThis chapter addresses two main issues. First, we consider the meaning of “partnership at work,” by examining howframes of referenceshape our understanding of the nature of theemployment relationship. We then explore the challenges surrounding definitions of partnership, and offer our own set of principles, practices, and processes. Here we focus upon thevoluntary workplace partnership debatein liberal market economies, such as theUKandUS, rather than the related, but distinctive literature aboutsocietal social partnershipsin coordinated market economies like Germany and Sweden. Finally, we assess the extent to which partnership at work can delivermutual gains, taking account of both the key theoretical debates as well as empirical evidence.
Employee Assistance Programs
Authors: Attridge Mark 
Published: January 2015

Abstract
Employee assistance programs (EAPs) are employer‐sponsored services designed for assisting employees with personal, family, or work problems. Most workplaces today have an EAP, as over 80% of medium and large size employers in the United States provide EAP benefits to their workforce. EAPs play an important role in helping troubled employees to balance the demands of work and personal life, while also supporting the employer's goals for improved or sustained levels of productivity at workplace. Common areas of need include stress, mental health disorders, substance abuse, other behavioral addictions, parenting issues, emotional problems, problems at work, and personal financial and legal concerns. EAPs also support individual managers and the organization as a whole. The latter kind of support includes efforts at prevention, training, management consultation, organizational development and workplace crisis services. To accomplish these goals, EAPs often partner with other employee benefit programs, including work/life, occupational health and wellness, and disability claims case management.