Summary -- Entrepreneurial Uncertainty: What Do Stakeholders Look For?

This paper proposes that in the early stages of a venture entrepreneurs can reduce uncertainty for stakeholders -- and raise the probability of attracting desirable stakeholders -- by exhibiting behaviors associated with fairness and justice. Actors base their reciprocal behaviors -- both positive and negative -- on their subjective perceptions of distributive, procedural and interactional justice. Thus, entrepreneurs can influence perceptions of fairness in early interactions with stakeholders. This paper extends the logic of reciprocity and fairness to the setting in which entrepreneurial firms are seeking to attract desirable stakeholders in order to commercialize innovations

How Much is Too Much? The Limits to Generous Treatment of Stakeholders

Firms must allocate some minimum amount of value to stakeholders in order to retain access to the resources they provide. Stakeholder theory suggests managers optimize firm-level performance by allocating more than this minimum amount. However, how much is too much? This article addresses the misleading notion that more is always better when it comes to the treatment of stakeholders and, in doing so, provides needed refinement of the boundary of stakeholder theory\u27s predictions. The upside for managers is guidance in distinguishing between the types of value-allocating behaviors that will lead to greater value creation in their firms and actions that are likely to reduce value overall

Stakeholders, Entrepreneurial Rent and Bounded Self-Interest

This paper examines how the change from an assumption of pure self-interest to an assumption of bounded self-interest alters basic propositions regarding the way entrepreneurs select, negotiate with and manage relationships with their initial set of stakeholders. Although a purely economic approach would focus on material cost as the sole consideration when conducting these activities, we argue that non-material factors such as reciprocity and fairness are potent forces during the initial resource acquisition process. We explain that non-material considerations are accounted for in negotiations with stakeholders and positive reciprocity is encouraged through openly sharing information with stakeholders about the value of their contributions to the venture. Furthermore, we expect that entrepreneurs do and should seek stakeholders with expectations about future outcomes that are complementary to their own. This analysis provides a new perspective on the creation of entrepreneurial rent that promises to provide an enhanced understanding of the resource acquisition process as well as guidance to practitioners and researchers

Managing for Stakeholders, Stakeholder Utility Functions, and Competitive Advantage

This paper integrates some of the central concepts of stakeholder theory with the literatures on organizational justice and trust to explain firm competitiveness. It provides a detailed explanation of factors that facilitate acquisition of knowledge about stakeholder utility functions. In addition, it offers a knowledge-based analysis of how firms that manage for stakeholders can enjoy sustainable competitive benefits. These explanations provide a strong rationale for including stakeholder theory in the discussion of firm competitiveness and performance

Use of HPC to Analyze Changes in Gene Expression during Fruit Fly Spermiogenesis

In the fruit fly, Drosophila melanogaster, JAK/STAT signaling during spermiogenesis is known to play a crucial role in the maintenance of stem cells of the testis. Recent studies in our lab have shown that activation of the JAK/STAT pathway in somatic cyst cells is also required for the later stages of spermiogenesis like individualization. The main goal of this project is to characterize the events downstream of JAK/STAT signaling in spermiogenesis and more specifically to determine the mechanism by which JAK/STAT activation regulates individualization, a later stage in spermiogenesis where 64 individual spermatids are formed from a 64-interconnected spermatid bundle. This study has compared transcriptional profiles of testes in which JAK/STAT signaling has been genetically arrested prior to individualization to testes from wild type flies using RNA-seq methods

Glia Excitation in the CNS Modulates Intact Behaviors and Sensory-CNS-Motor Circuitry

Glial cells play a role in many important processes, though the mechanisms through which they affect neighboring cells are not fully known. Insights may be gained by selectively activating glial cell populations in intact organisms utilizing the activatable channel proteins channel rhodopsin (ChR2XXL) and TRPA1. Here, the impacts of the glial-specific expression of these channels were examined in both larval and adult Drosophila. The Glia \u3e ChR2XXL adults and larvae became immobile when exposed to blue light and TRPA1-expressed Drosophila upon heat exposure. The chloride pump expression in glia \u3e eNpHR animals showed no observable differences in adults or larvae. In the in situ neural circuit activity of larvae in the Glia \u3e ChR2XXL, the evoked activity first became more intense with concurrent light exposure, and then the activity was silenced and slowly picked back up after light was turned off. This decrease in motor nerve activity was also noted in the intact behaviors for Glia \u3e ChR2XXL and Glia \u3e TRPA1 larvae. As a proof of concept, this study demonstrated that activation of the glia can produce excessive neural activity and it appears with increased excitation of the glia and depressed motor neuron activity

Two Drosophila suppressors of cytokine signaling (SOCS) differentially regulate JAK and EGFR pathway activities

BACKGROUND: The Janus kinase (JAK) cascade is an essential and well-conserved pathway required to transduce signals for a variety of ligands in both vertebrates and invertebrates. While activation of the pathway is essential to many processes, mutations from mammals and Drosophila demonstrate that regulation is also critical. The SOCS (Suppressor Of Cytokine Signaling) proteins in mammals are regulators of the JAK pathway that participate in a negative feedback loop, as they are transcriptionally activated by JAK signaling. Examination of one Drosophila SOCS homologue, Socs36E, demonstrated that its expression is responsive to JAK pathway activity and it is capable of downregulating JAK signaling, similar to the well characterized mammalian SOCS. RESULTS: Based on sequence analysis of the Drosophila genome, there are three identifiable SOCS homologues in flies. All three are most similar to mammalian SOCS that have not been extensively characterized: Socs36E is most similar to mammalian SOCS5, while Socs44A and Socs16D are most similar to mammalian SOCS6 and 7. Although Socs44A is capable of repressing JAK activity in some tissues, its expression is not regulated by the pathway. Furthermore, Socs44A can enhance the activity of the EGFR/MAPK signaling cascade, in contrast to Socs36E. CONCLUSIONS: Two Drosophila SOCS proteins have some overlapping and some distinct capabilities. While Socs36E behaves similarly to the canonical vertebrate SOCS, Socs44A is not part of a JAK pathway negative feedback loop. Nonetheless, both SOCS regulate JAK and EGFR signaling pathways, albeit differently. The non-canonical properties of Socs44A may be representative of the class of less characterized vertebrate SOCS with which it shares greatest similarity

Anticipating, Preventing, and Surviving Secondary Boycotts

Even the best stakeholder-managed firms can suffer when they become the targets of a secondary boycott, as recent headlines attest. A secondary boycott is a group’s refusal to engage a target firm with which the group has no direct dispute in an attempt to sway public opinion, draw attention to an issue, or influence the actions of a disputant. This article provides a new perspective and tools for both scholars and managers concerned with this phenomenon. Building on a stakeholder theory foundation, we examine possible actions managers can take to avoid being surprised by a secondary boycott, propose conditions that raise the probability of becoming the target of a secondary boycott, and develop four alternative approaches for managing stakeholder relationships in a world of secondary boycotts, consistent with the underlying stakeholder culture of the firm