Ethics and taxation : a cross-national comparison of UK and Turkish firms

This paper investigates responses to tax related ethical issues facing busines

Entrepreneurship, Collective Entrepreneurship and the Producer-Owned Firm

Entrepreneurship is predominantly associated with the activities of an individual actor – the entrepreneur. It has also been related to the concept of firm ownership (e.g. Foss and Klein, 2005). This may lead to the conjecture that a collectively-owned firm is a setting for collective entrepreneurship. However, such reasoning encounters a number of taxing questions. If entrepreneurship is usually related to the individual, how does the collective embody entrepreneurial spirit and lead to effective outcomes? These and other questions will be addressed in this paper, which is mainly based on a review of the literature. The paper starts by providing an overview of the different schools of (economic) thought on entrepreneurship. Subsequently we discuss the implications for the conceptualization of entrepreneurship when it is not carried out by an individual but by a group of people. Finally, the notion of collective entrepreneurship will be framed within the context of the producer-owned firm in agriculture, by considering conditions under which collective entrepreneurship can be attributed to the cooperative.entreprepreneurship, cooperative, pro, Agribusiness, Industrial Organization,

The issue of design in managerial decision making

It is argued that the design of decisions is a process that in many ways is shaped by social factors such as identities, values, and influences. To be able to understand how these factors impact organizational decisions, the focus must be set on the management level. It is the management that shoulders the chief responsibility for designing collective actions, such as decisions. Our propositions indicate that the following measures must be taken in order to improve the quality of organizational decisions: 1. The identity of the people, involved in organizational decision making, affects the quality of decisions and should be taken into account in the design of decisions. 2. The decision maker or designer of decisions should engage the members of an organization to create a shared vision. 3. Getting the members of an organization to express and share common values should improve the decision making process. 4. Being able to socially influence the members of an organization, or other stakeholders involved, as well as letting them participate in the process, should improve the quality of decisions

Entrepreneurial adaptation: Insights from existing literature and possibilities for new research.

Recent research shows that new ventures have great difficulties in defining a viable business model from the outset and that minor or major adaptations to this initial business model are needed as the venture evolves. Entrepreneurial adaptation or the entrepreneur's willingness and ability to make appropriate adjustments to the business concept become critical. If adaptation is so important for entrepreneurial companies, we need to ask ourselves a number of questions. (1) What causes this need for adaptation? (2a) What is the precise effect of adaptation on a start-up's performance or survival and (2b) is this effect similar for all start-ups? Also, (3) what do we know about the process of adaptation? And (4) what are factors enabling this adaptation process? Finally, we also need to determine (5) how the concept of adaptation in entrepreneurial companies is related to existing concepts of change and adaptation. The purpose of this paper is to give an overview of different literature streams that are specifically relevant to entrepreneurial adaptation and the questions listed above, and to point out gaps in the existing literature requiring further investigation. We look at whether and how the existing literature can provide insight into each of those five questions. In a final section, we point out directions for further research.Innovation; Research; Model; Companies; Performance; Startups; Processes; Factors;

Managament in a New and Experimentally Organized Economy

The parallel development of management theory and practice over three phases of economic development is surveyed; (1) the pre-oil crisis experience 1969-1975, (2) the post oil crisis sobering up through most of the 1990s and (3) the emergence of new global production organizations , blurring the notion of the firm to be managed. The external market circumstances of each period dictate different structures of business operations ; (a) a steady state and predictable environment, (b) crisis, inflation and disorderly markets and (c) new technology supporting a globally distributed production organization. As a consequence structural learning between the periods has been of limited value and often outright misleading. The influence of management theory on management practice and its origin in the received economic equilibrium model are discussed, and an alternative management theory based on the theory of the Experimentally Organized Economy (EOE) presented. The increased rate of failure among large firms is related to the increasing complexity of business decisions in globally distributed production and the decreased reliability of learning . It is concluded that successful management practice develops through experimentation in markets and that the best management education has been a varied career in many lines of business and in several companies.Competence bloc theory; Experimentally Organized Economy (EOE); Management theory; WAD theory; Firm Dynamics; Learning

Antecedents and consequences of effectuation and causation in the international new venture creation process

The selection of the entry mode in an international market is of key importance for the venture. A process-based perspective on entry mode selection can add to the International Business and International Entrepreneurship literature. Framing the international market entry as an entrepreneurial process, this paper analyzes the antecedents and consequences of causation and effectuation in the entry mode selection. For the analysis, regression-based techniques were used on a sample of 65 gazelles. The results indicate that experienced entrepreneurs tend to apply effectuation rather than causation, while uncertainty does not have a systematic influence. Entrepreneurs using causation-based international new venture creation processes tend to engage in export-type entry modes, while effectuation-based international new venture creation processes do not predetermine the entry mod

THE MEASURING FRAMEWORK OF OUTSOURCING SUCCESS: A SOCIAL EXCHANGE PERSPECTIVE

Outsourcing has become a buzz word in strategic management as the competition of modern business is the competition among business networks. The reviews on the measure of outsourcing success are conceptually fragmented due to different theories that have been applied in different studies. The overall aim of this paper is to develop an integrated framework in measuring the performance of services outsourcing. The framework is derived from Social Exchange Theory. Each party responsibility in dyadic relationship over outsourcing success is examined. This is followed by the identification of the mediating effect of compatibility between partners, and moderating effect of partnership quality to the aforementioned relationship. Outsourcing performance is proposed to be evaluated from the perspectives of tactical, strategic and behavioral dimensionsBuyer related factors, Compatibility, Outsourcing, and Partnership quality, Services ,Supplier related factors

Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity

Numerous scholars have attempted to explain which factors allow for organizational ambidexterity. Strategic planning, as a possible antecedent, has not been considered so far. This is surprising because strategic planning is among the most widely used strategic decision-making tools in management practice and one of the most extensively studied concepts in management research. In addition, prior research has demonstrated the potential of strategic planning to impact innovation-related outcomes—both positively and negatively. Here, we investigate the association between strategic planning and organizational ambidexterity using a survey of 217 senior executives. We highlight the importance of considering how executives use strategic planning. Our results support the hypothesis that strategic planning's positive or negative association with organizational ambidexterity is contingent on other organizational factors. Our findings reveal that strategic planning is only positively associated with organizational ambidexterity when leaders' innovation orientation is extraordinarily high. We further contextualize this interaction effect by considering the environmental uncertainty perceived by the top management. This work contributes to the literature by examining the antecedents of organizational ambidexterity