Prototype models of opportunity recognition and the decision to launch a new venture: identifying the basic dimensions

Purpose – The purpose of this paper is to obtain evidence concerning the basic dimensions included in cognitive prototypes pertaining to opportunity recognition and decision to launch a new venture; identifying the underlying dimensions of both prototypes – the cognitive frameworks current or nascent entrepreneurs employ in performing these important tasks. Design/methodology/approach – The bi-dimensional models were tested in a sample of 284 founder entrepreneurs, using a 48-item questionnaire. It was used as structural equation confirmatory factor analysis to compare fit indices of uni-dimensional second-order and third-order bi-dimensional models of business opportunity and decision to launch a venture. Findings – Results support the bi-dimensional models and offer support that both prototypes include two basic dimensions. For the business opportunity prototype these are viability and distinctiveness while for the decision to launch a new venture, the basic dimensions are feasibility and motivational aspects. Research limitations/implications – These results help to further clarify the nature of the cognitive frameworks individuals use to identify potential opportunities and reach an initial decision about whether to pursue their development. Uncovering the cognitive functioning of opportunity recognition and decision to exploit it, allow individuals to recognize opportunities easier and successfully; and to make more accurate and effective decisions. Practical implications – Knowing the basic dimensions of opportunity and decision-making prototypes contributes to develop effective skills with respect to business opportunity recognition among students enrolled in entrepreneurship programs. These surveys can be used for self-assessment and also for investors, tutors, and entrepreneurship agents in order to help evaluate features of business opportunities and decision to launch a venture. Originality/value – This study embraces a conceptual contribution, proposing a different model of the business opportunity and decision to exploit prototypes, and it extends Baron and Ensley (2006) previous work, to another important step in the entrepreneurial process – the decision to develop an identified opportunity through the launch of a new venture.info:eu-repo/semantics/publishedVersio

The Detrimental Impact of High Pulp Temperature on Sphalerite Flotation After Zinc Regrinding in the Zinc Plant of Somincor, Lundin Mining Corporation, Neves Corvo, Portugal

This paper focuses on the impact of high pulp temperature on sphalerite flotation after the zinc regrind circuit in the Zinc Plant of Somincor, owned and operated by Lundin Mining Corporation. In the zinc circuit, the zinc rougher concentrate is reground with forged steel media before flotation with one stage of roughing and scavenging, and three stages of cleaning to obtain a zinc final concentrate (zinc grade >50%). After regrinding, sphalerite flotation has been found to be seriously affected by high pulp temperature which may occur during the summer months. Mineral recoveries were found to be seriously reduced at pulp temperatures above 60°C. At this high pulp temperature, neither elevated copper sulfate concentration nor a decreased pH alone appreciably increased Zn recovery. However, a combination of these two (e.g. a decrease in pH from 11.5 to 10.8, and an increase in copper sulfate dosage from 400 g/t to 800 g/t) was found to reduce Zn depression at high pulp temperature. At pulp temperatures below 45°C, the negative influence of pulp temperature on mineral recoveries was minimal. A systematic series of flotation tests and solution/surface analyses were performed to reveal causes for poor sphalerite flotation at high pulp temperature after regrinding. The decrease in mineral recovery was shown to be associated with variations in the surface species on mineral particles in response to the increased pulp temperature. These variations in the surface species include collector desorption and superficial oxidation to form lead/zinc oxide/hydroxides on mineral particles. The influence of the type of regrinding media on sphalerite flotation at high pulp temperature was also addressed in this work.S He, S Grano, H Manouchehri, M Fordham and J Curra

The Role of Qualitative Research in a Mixed Methods Study - Assessing the e-Business Enabled Transformation in a Strategic Business Unit

This article describes the use of mixed methods in the context of e-business enabled organisational transformation in a strategic business unit of a multinational corporation. It includes a theoretical reasoning as to why mixed methods were used and a description of the role of qualitative research in this research agenda. The article begins by examining the research paradigm, leading to the use of mixed methods and the design process of the actual mixed methods. In giving a roadmap in a contextual setting, the article addresses the need for including studies from the initial conceptual development to its application

Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams

BACKGROUND: Team effectiveness is often explained on the basis of input-process-output (IPO) models. According to these models a relationship between organizational culture (input = I), interprofessional teamwork (process = P) and job satisfaction (output = O) is postulated. The aim of this study was to examine the relationship between these three aspects using structural analysis. METHODS: A multi-center cross-sectional study with a survey of 272 employees was conducted in fifteen rehabilitation clinics with different indication fields in Germany. Structural equation modeling (SEM) was carried out using AMOS software version 20.0 (maximum-likelihood method). RESULTS: Of 661 questionnaires sent out to members of the health care teams in the medical rehabilitation clinics, 275 were returned (41.6 %). Three questionnaires were excluded (missing data greater than 30 %), yielding a total of 272 employees that could be analyzed. The confirmatory models were supported by the data. The results showed that 35 % of job satisfaction is predicted by a structural equation model that includes both organizational culture and teamwork. The comparison of this predictive IPO model (organizational culture (I), interprofessional teamwork (P), job satisfaction (O)) and the predictive IO model (organizational culture (I), job satisfaction (O)) showed that the effect of organizational culture is completely mediated by interprofessional teamwork. The global fit indices are a little better for the IO model (TLI: .967, CFI: .972, RMSEA .052) than for the IPO model (TLI: .934, CFI: .943, RMSEA: .61), but the prediction of job satisfaction is better in the IPO model (R(2) = 35 %) than in the IO model (R(2) = 24 %). CONCLUSIONS: Our study results underpin the importance of interprofessional teamwork in health care organizations. To enhance interprofessional teamwork, team interventions can be recommended and should be supported. Further studies investigating the organizational culture and its impact on interprofessional teamwork and team effectiveness in health care are important. ELECTRONIC SUPPLEMENTARY MATERIAL: The online version of this article (doi:10.1186/s12913-015-0888-y) contains supplementary material, which is available to authorized users