Phosphorus and nitrogen limitation of primary production in a simulated estuarine gradient

The transition between phosphorus limitation of primary production in freshwater and nitrogen limitation in seawater was examined along an estuarine gradient simulated in 4 large 13 m3 enclosures connected in a series and containing pelagic and benthic subsystems. Nominal salinities of 0, 5, 10 and 25 ppt were maintained by exchanging appropriate volumes of water between enclosures. River water, which served as a freshwater endmember, was naturally high in N relative to P, while the oceanic endmember (water from Narragansett Bay, RI, USA) was low in N relative to P. Production in the water column was supported by external inputs and recycled nutrients. Bioassays, inorganic nutrient concentrations and N:P ratios of the seston and inorganic nutrients indicated that phosphorus was limiting at 0, 5 and 10 ppt, while nitrogen was limiting at 25 ppt. Coincident with this shift in limiting nutrient was a shift in the N:P ratio of nutrient supply from greater than the Redfield ratio of 16 to less than 16. External inputs established relative rates of supply in each enclosure. The relative proportion of N and P in external inputs was largely a function of the hydrodynamic mixing of fresh (high N, low P) and salt water (low N, high P) endmembers. At the scale of the estuarine segment or enclosure, neither recycled inputs from the benthos and water column, nitrogen fixation nor internal losses of N and P to sedimentation and/or denitrification materially altered relative supply rates, despite a hydrodynamic residence time of 27 d

Evaluation of ECA Gesture strategies for robust Human-Computer Interaction

Embodied Conversational Agents (ECAs) offer us the possibility to design pleasant and efficient human-machine interaction. In this paper we present an evaluation scheme to compare dialogue-based speaker authentication and information retrieval systems with and without ECAs on the interface. We used gestures and other visual cues to improve fluency and robustness of interaction with these systems. Our tests results suggest that when an ECA is present users perceive fewer system errors, their frustration levels are lower, turn-changing goes more smoothly, the interaction experience is more enjoyable, and system capabilities are generally perceived more positively than when no ECA is present. However, the ECA seems to intensify the users' privacy concerns

Unraveling the Shift to the Entrepreneurial Economy

A recent literature has emerged providing compelling evidence that a major shift in the organization of the developed economies has been taking place: away from what has been characterized as the managed economy towards the entrepreneurial economy. In particular, the empirical evidence provides consistent support that (1) the role of entrepreneurship has significantly increased, and (2) a positive relationship exists between entrepreneurial activity and economic performance. However, the factors underlying this observed shift have not been identified in a systematic manner. The purpose of this paper is to suggest some of the factors leading to this shift and implications for public policy. In particular, we find that a fundamental catalyst underlying the shift from the managed to the entrepreneurial economy involved the role of technological change. However, we also find that it was not just technological change but rather involved a number of supporting factors, ranging from the demise of the communist system, increased globalization, new competition for multinational firms and higher levels of prosperity. Recognition of the causes of the shift from the managed to the entrepreneurial economy suggests a rethinking of the public policy approach. Rather than the focus of directly and exclusively on promoting startups and SMEs, it may be that the current approach to entrepreneurship policy is misguided. The priority should not be on entrepreneurship policy but rather a more pervasive and encompassing approach, policy consistent with an entrepreneurial economy

International entrepreneurship in SMEs: a study of influencing factors in the textile industry

The final publication is available at Springer via http://dx.doi.org/10.1007/s11365-012-0242-3International entrepreneurship is an incipient research area with a rapidly increasing body of knowledge and contributions. An important part of this literature has focused on the analysis of the contributing factors to IE development. From these studies, this work attempts to analyse and validate through an integrative model the effect on this construct in SME of some of the main factors proposed by the literature such as Skills and Competences, Attitude and Proactiveness, Creativity and Innovation, Networking, Employees and Activity. To proceed with this aim, we conducted an empirical research focused on 174 textile SME in Spain. The results obtained confirm a positive relationship between the studied factors and the IE development. In consequence, this work agrees with previous literature that point out the need to use multi-theoretical perspectives, combining multiple factors.Gil Pechuán, I.; Expósito Langa, M.; Tomas Miquel, JV. (2013). International entrepreneurship in SMEs: a study of influencing factors in the textile industry. International Entrepreneurship and Management Journal. 9(1):45-57. doi:10.1007/s11365-012-0242-3S455791Akgün, A., Keskin, H., & Byrne, J. (2012). Organizational emotional memory. Management Decision, 50(1), 95–114.Andersén, J. (2011). Strategic resources and firm performance. Management Decision, 49(1), 87–98.Anderson, A. R., Dodd, S. D., & Jack, S. L. (2012). Entrepreneurship as connecting: some implications for theorising and practice. Management Decision, 50(5), 958–971.Appelbaum, S. H., Roy, M., & Gilliland, T. (2011). Globalization of performance appraisals: theory and applications. Management Decision, 49(4), 570–585.Arribas, I., Hernández, P., Urbano, A., & Vila, J. E. (2012). Are social and entrepreneurial attitudes compatible? A behavioral and self-perceptional analysis. Management Decision, 50(10), 1739–1757.Audretsch, D. (2012). Entrepreneurship research. Management Decision, 50(5), 755–764.Autio, E., Sapienza, H. J., & Almeida, J. G. (2000). Effects of age at entry, knowledge intensity, and imitability on international growth. Academy of Management Journal, 43, 909–924.Bannon, L. (1998). Mattel plans to double sales abroad. Wall Street Journal, February 11, (A3 and A8).Battistella, C., Biotto, G., & De Toni, A. (2012). From design driven innovation to meaning strategy. Management Decision, 50(4), 718–743.Bell, J., McNaughton, J., Young, R., & Crick, D. (2003). Towards an integrative model of small firm internationalization. Journal of International Entrepreneurship, 1, 339–362.Bonzo, P., Valadares de Oliveira, P., & McCormarck. (2012). Planning, capabilities, and performance: an integrated value approach. Management Decision, 50(6), 1001–1021.Bossak, J., & Nagashima, S. (1997). Corporate strategies for a borderless world: sharpening your competitive edge. Tokyo: Asian Productivity Organization.Cambra-Fierro, J., Florin, J., Perez, L., & Whitelock, J. (2011). Inter-firm market orientation as antecedent of knowledge transfer, innovation and value creation in networks. Management Decision, 49(3), 444–467.Cantarello, S., Nosella, A., Petroni, G., & Venturini, K. (2011). External technology sourcing: evidence from design-driven innovation. Management Decision, 49(6), 962–983.Chang, Y. Y., Hughes, M., & Hotho, S. (2011). Internal and external antecedents of SMEs’ innovation ambidexterity outcomes. Management Decision, 49(10), 1658–1676.Chaston, I., & Scott, G. J. (2012). Entrepreneurship and open innovation in an emerging economy. Management Decision, 50(7), 1161–1177.Coviello, N. E., & Jones, M. V. (2004). Methodological issues in international entrepreneurship research. Journal of Business Venturing, 19, 485–508.Coviello, N. E., & McAuley, A. (1999). Internationalization and the smaller firm: a review of contemporary empirical research. Management International Review, 39, 223–256.Covin, J., & Slevin, D. (1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10(1), 75–87.Covin, J., & Slevin, D. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship Theory and Practice, 16, 7–25.Davis, D., Morris, M., & Allen, J. (1991). Perceived environmental turbulence and its effect on selected entrepreneurship, marketing, and organizational characteristics in industrial firms. Journal of the Academy of Marketing Science, 19(1), 43–51.Dean, C. C., Thibodeaux, M. S., Beyerlein, M., Ebrahimi, B., & Molina, D. (1993). Corporate entrepreneurship and competitive aggressiveness. A comparison of U.S. firms operating in eastern Europe and the Commonwealth of Independent States with U.S. firms in other high-risk environments. Advances in International Comparative Management, 8, 31–54.Dess, G. G., & Robinson, R. B. (1984). Measuring organizational performance in the absence of objective measures: the case of privately held firms and conglomerate business units. Strategic Management Journal, 5, 265–273.Dess, G. G., Lumpkin, G. T., & Covin, J. G. (1997). Entrepreneurial strategy making and firm performance: tests of contingency and configurational models. Strategic Management Journal, 18, 677–695.Díaz-Casero, J. C., Díaz-Aunión, A., Sánchez-Escobedo, M. C., Coduras-Martinez, A., & Hernández-Mogollón, R. (2012). Economic freedom and entrepreneurial activity. Management Decision, 50(9), 1686–1711.Dimitratos, P., & Plakoyiannaki, E. (2003). Theoretical foundations of an international entrepreneurial culture. Journal of International Entrepreneurship, 1, 187–215.Dubini, P., & Aldrich, H. (1991). Personal and extended networks are central to the entrepreneurial process. Journal of Business Venturing, 6, 305–313.Felício, J. A., Rodrigues, R., & Caldeirinha, V. R. (2012). The effect of intrapreneurship on corporate performance. Management Decision, 50(10), 1717–1738.Goktan, A. B., & Miles, G. (2011). Innovation speed and radicalness: are they inversely related? Management Decision, 49(4), 533–547.Gómez-Haro, S., Aragón-Correa, J. A., & Cordón-Pozo, E. (2011). Differentiating the effects of the institutional environment on corporate entrepreneurship. Management Decision, 49(10), 1677–1693.Hitt, M. A., Ireland, R. D., Camp, S. M., & Sexton, L. D. (2001). Strategic entrepreneurship: entrepreneurial strategies for wealth creation [Special Issue]. Strategic Management Journal, 22(6), 479–492.Hotho, S., & Champion, K. (2011). Small businesses in the new creative industries: innovation as a people management challenge. Management Decision, 49(1), 29–54.Hu, Y.-S. (1995). The international transferability of competitive advantage. California Management Review, 37(4), 73–88.Huarng, K. H., & Yu, T. H. K. (2011). Entrepreneurship, process innovation and value creation by a non-profit SME. Management Decision, 49(2), 284–296.Jones, M. V. (1999). The internationalization of small UK high technology based firms. Journal of International Marketing, 7, 15–41.Jones, M. V., & Coviello, N. E. (2005). Internationalization: conceptualising and entrepreneurial process of behaviour in time. Journal of International Business Studies, 36(3):284–303.Khandwalla, P. (1977). The design of organizations. New York: Harcourt Brace Jovanovich.Knight, G. A., & Cavusgil, S. T. (2004). Innovation, organization capabilities, and the born-global firm. Journal of International Business Studies, 35, 124–141.Kropp, F., Lindsay, N. J., & Shoham, A. (2006). Entrepreneurial, market, and learning orientations and international entrepreneurial business venture performance in South African firms. International Marketing Review, 23(5), 504–523.Liebeskind, J. P. (1996). Knowledge, strategy, and the theory of the firm. Strategic Management Journal, 17, 93–107.Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial construct and linking it to performance. Academy of Management Review, 21, 135–172.McDougall, P. P., & Oviatt, B. M. (2000). International entrepreneurship: the intersection of two research paths. Academy of Management Journal, 43, 902–908.McDougall, P. P., Shane, S., & Oviatt, B. M. (1994). Explaining the formation of international new ventures: the limits of theories from international business research. Journal of Business Venturing, 9, 469–487.McGrath, R. G., MacMillan, I. C., & Venkataraman, S. (1995). Global dimensions of new competencies. In S. Birley & I. C. MacMillan (Eds.), International entrepreneurship. New York: Routledge.McNaughton, R. B. (2001). The export mode decision-making process in small knowledge- intensive firms. Market Intelligence and Planning, 19, 12–20.McNaughton, R. B. (2003). The number of export markets that a firm serves: process models versus the born-global phenomenon. Journal of International Entrepreneurship, 1, 297–311.Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure and process. New York: McGraw-Hill.Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management Science, 29(7), 770–791.Miller, D., & Friesen, P. (1984). Organizations: a quantum view. Englewood Cliffs: Prentice-Hall.Morrow, J. F. (1988). International entrepreneurship: a new growth opportunity. New Management, 3, 59–61.Murphy, G. B., Trailer, J. W., & Hill, R. C. (1996). Measuring performance in entrepreneurship research. Journal of Business Research, 36, 15–23.Naman, J. L., & Slevin, D. P. (1993). Entrepreneurship and the concept of fit: a model and empirical tests. Strategic Management Journal, 14, 137–153.Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision, 49(1), 55–72.Oviatt, B. M., & McDougall, P. P. (1994). Toward a theory of international new ventures. Journal of International Business Studies, 25(1), 45–64.Oviatt, B. M., & McDougall, P. P. (1999). A framework for understanding accelerated international entrepreneurship. In R. Wright (Ed.), Research in global strategic management (pp. 23–40). Stamford: JAI Press.Oviatt, B. M., & McDougall, P. P. (2005). Defining international entrepreneurship and modeling the speed of internalization. Entrepreneurship Theory & Practice, 29(5), 537–554.Peiris, I.K., Akoorie, M.E.M., & Sinha, P.N. (2012). International entrepreneurship: A critical analysis of studies in the past two decades and future directions for research. Journal of International Entrepreneurship. Article in press.Pinchot, G., III. (1985). Intrapreneuring: why you don’t have to leave the corporation to become entrepreneur. New York: Harper and Row Publishers.Porter, M. (1990). The competitive advantage of nations. London: Collier-Macmillan.Renko, M., Shrader, R. C., & Simon, M. (2012). Perception of entrepreneurial opportunity: a general framework. Management Decision, 50(7), 1233–1251.Sandulli, F. D., Fernandez-Menendez, J., Rodriguez-Duarte, A., & Lopez-Sanchez, J. I. (2012). Testing the Schumpeterian hypotheses on an open innovation framework. Management Decision, 50(7), 1222–1232.Santos, F. J., Romero, I., & Fernández-Serrano, J. (2012). SMEs and entrepreneurial quality from a macroeconomic perspective. Management Decision, 50(8), 1382–1395.Shama, A. (1995). Entry strategies of U.S. firms to the former Soviet Bloc and Eastern Europe. California Management Review, 37(3), 90–109.Simon, H. (1996). Hidden champions: lessons from 500 of the world’s best unknown companies. Boston: Harvard Business School Press.Singh, S., Darwish, T. K., Costa, A. C., & Anderson, N. (2012). Measuring HRM and organisational performance: concepts, issues, and framework. Management Decision, 50(4), 651–667.Smart, T. (1996). GE’s Welch: ‘Fighting like hell to be No. 1’. Business Week, July 8, 48.Snow, C., & Hrebiniak, L. (1980). Strategy, distinctive competence, and organizational performance. Administrative Science Quarterly, 25, 317–336.Stevenson, H. H., & Jarillo, J. C. (1990). A paradigm of entrepreneurship: entrepreneurial management. Strategic Management Journal, 11, 17–27.Styles, C., & Seymour, R. G. (2006). Opportunities for marketing researchers in international entrepreneurship. International Marketing Review, 23(2), 126–145.Turner, R., Ledwith, A., & Kelly, J. (2012). Project management in small to medium-sized enterprises: tailoring the practices to the size of company. Management Decision, 50(5), 942–957.Venkatraman, N., & Ramanujam, V. (1986). Measurement of business performance in strategy research: a comparison of approaches. Academy of Management Review, 11, 801–814.Vlasic, B. (1998). The little car that could carry Chrysler overseas. Business Week, 19, 39.Welbourne, T. M., Neck, H., & Meyer, G. D. (2012). The entrepreneurial growth ceiling: using people and innovation to mitigate risk and break through the growth ceiling in initial public offerings. Management Decision, 50(5), 778–796.Williamson, P. J. (1997). Asia’s new competitive game. Harvard Business Review, 75(5), 55–67.Yeoh, P. L. (2004). International learning: antecedents and performance implications among newly internationalizing companies in an exporting context. International Marketing Review, 21(4/5), 511–535.Zahra, S. A. (1991). Predictors and financial outcomes of corporate entrepreneurship. An exploratory study. Journal of Business Venturing, 6(4), 259–285.Zahra, S. A. (1993a). Environment, corporate entrepreneurship and financial performance. A taxonomic approach. Journal of Business Venturing, 8(4), 319–340.Zahra, S. A. (1993b). A conceptual model of entrepreneurship as firm behavior: a critique and extensión. Entrepreneurship Theory and Practice, 17(4), 5–21.Zahra, S. A., & George, G. (2002). International entrepreneurship: the current status of the field and future agenda. In M. A. Hitt, R. D. Ireland, S. M. Camp, & D. L. Sexton (Eds.), Strategic entrepreneurship: creating a new mindset. Oxford: Blackwell Publishers.Zahra, S. A., Jennings, D. F., & Kuratko, D. F. (1999). The antecedents and consequences of firm-level entrepreneurship: the state of the field. Entrepreneurship Theory and Practice, 24(2), 45–63.Zhou, L. (2007). The effects of entrepreneurial proclivity and foreign market knowledge on early internationalization. Journal of World Business, 42(3), 281–293

INTERNATIONALIZATION OF BRAZILIAN FRANCHISE CHAINS: A COMPARATIVE STUDY

The primary goal of this paper is to comprehend the fundamental organizational differences between Brazilian franchise chains that only operate in the home market and Brazilian franchise chains that operate internationally. The sample chosen for this study comprehends 96 Brazilian franchises operating in the home market and 67 franchises with international operations; logistic regression was used to analyze data obtained from these sources. Our findings suggest that the development of a brand in international operations can be strategic for certain Brazilian franchise chains; this seems to be, however, a scarce resource for many franchises and it could be developed through international operations. With regard to the fees charged, the outcomes demonstrate that Brazilian franchises with international operations tend to charge lower fees from its franchisees to install new units. Regarding the monitoring and control of franchises, there is evidence that the monitoring capability is one of the determining factors in the development of Brazilian franchises international operations

The international entrepreneurial firm's social networks

This paper investigates theoretically the importance and impact of the international entrepreneurial firms’ (IEFs) social networks on selected firms’ strategies. We focus specifically on some core attributes of IEFs and the impact of social networks on such strategies as the choice of the foreign markets to operate and the foreign entry modes. The social networks are a major driver of the internationalization from inception and help in overcoming a variety of physical and social resource limitations as well as transactional hazards. We conclude that it is likely that both some fundamental characteristics of the IEFs and those of the foreign markets entered account for these firms reliance on their social networks