A Quantitative Study of Multilayered Market Systems and Small and Medium-Sized Enterprises

Small and medium-sized enterprises (SMEs) account for approximately 50% of the world\u27s gross domestic product. However, these economic agents suffer from inadequate access to liquid funds to finance their operations. The liquidity gap has led to early bankruptcy and liquidation, stagnant growth and development, and fewer employment opportunities. The problem under study was the effect of funding limitations on SMEs\u27 business operations and growth. The purpose was to examine the impact of multilayered capital systems as alternative funding for SME growth. This study was informed by Gilbrat\u27s law and the theory of financial exclusion. The research questions addressed the use of a multilayered capital market as a substitute for the conventional methods of funding for SMEs. A survey instrument was used to collect data using a stratified random sample of 54 small-scale business owners and finance professionals. These participants were identified from U.S. Census Bureau data between 2009 and 2014 across the information technology, service, and manufacturing sectors. Multiple regressions and correlation analyses were used to analyze the data. The results showed that age, credit score, average turnover, and total assets have significant impacts on obtaining funding, especially total assets. Moreover, results showed that growth rates correlated with funding from multilayered capital systems. This study contributes positively to social change by highlighting alternative means of funding SMEs, leading to reduced dependency on government, less crime through gainful employment, and improved corporate social responsibility due to better interactions among community member

International Law in a Kaleidoscopic World

International law is developed and implemented today in a complicated, diverse, and changing context. Globalization and integration, fragmentation and decentralization, and bottom-up empowerment are arising simultaneously among highly diverse peoples and civilizations. Most importantly, this period is characterized by rapid and often unforeseen changes with widespread effects. Advances in information technology make possible ever shifting ad hoc coalitions and informal groups and a myriad of individual initiatives

Entrepreneurial Intermediation in Innovation: A Study of Multilayered Contexts and Embedded Dynamics of Organisation-Creation

The article is based on a theoretical exploration and empirical analysis of formalized public initiated instruments—eight network entrepreneurs—intended to promote, intermediate and support innovation and entrepreneurship in firms and firm networks located in three different business areas in Mid-Norway: food value chain, experience industries, and renewable energy and environmental technology. The article intends to explore how the intermediation perspectives in innovation theory could be combined with the entrepreneuring perspective in entrepreneurship theory, to build an alternative analytic approach to understand and explain contextually and dynamically embedded organisation-creation, better than the innovation-intermediation and the entrepreneuring perspectives separately are capable of. By inventing a tertius typology representing six archetypes of organizationcreative action and strategies inherent in all innovative and entrepreneurial firm development, intermediation and entrepreneuring are seen as interwoven processes constantly emerging, evolving and interacting in multilayered contexts and dynamics of organisation-creation. Embeddedness or contextuality factors of all kinds are at work in every process of becoming and in spacing of newness, the primary goal for entrepreneurship and innovation suis generis. Accordingly, the article explores the traditional conceptions of change, entrepreneurship and innovation by contrasting them with process and event philosophical perspectives of firm development.publishedVersio

Organizational knowledge creation

The purpose of this paper is to present an overview of the state-ofthe- art in organizational knowledge creation, a field of research that is expanding almost exponentially. Knowledge creation is a dynamic capability that enables firms to achieve a sustainable competitive advantage on the market. Our purpose is to critically analyze the most significant ideas published in this field, and especially to present the most important models elaborated for organizational knowledge creation: Nonaka’s model, Nissen’s model, Boisot’s model, and the EO_SECI model. Also, we would like to identify the main determinants of the knowledge creation process.Ba, competitive advantage, knowledge, knowledge creation, SECI.

Volunteering

In recent decades, there has been a burgeoning interest in the study of volunteering, and the number of publications devoted to volunteering has grown exponentially. In this chapter, we examine emerging theories and new directions in volunteering research. First, we discuss multi-level perspectives that try to understand volunteering in complex interaction with the organizational and institutional context. Next, we present process-oriented approaches that focus on the experience of volunteering, as it changes through different stages of organizational socialization, and as a consequence of broader societal and sector-wide transformations. Finally, in the light of these sector changes, new methods of social accounting have emerged that expand traditional financial statements of nonprofits to account for volunteer labor. This review Demonstrates that, as research on volunteering further expands, it tends to grow in its diversity of questions and viewpoints, and to reflect the complex and dynamic nature of volunteering more precisely

Introducing conflict as the microfoundation of organizational ambidexterity

This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, that is, engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization over time, they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative, or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of individuals, units, and organizations. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this article opens up promising research avenues to examine how organizations purposefully manage ambidexterity