Search results

Small- and medium-sized enterprises (SMEs) often do not have slack resources with which to develop internally a broad spectrum of capabilities and to observe in depth the firm's environment. Therefore, they need to carefully develop abilities to absorb knowledge from outside the firm's boundaries so as to have access to cutting-edge knowledge in spite of limited resources. One strategy is to establish knowledge management (KM) projects for this purpose. In this paper, we describe how KM projects and subsequently emerging KM routines in SMEs facilitate the enhancement of the firm's absorptive capacity (AC; i.e., the ability to recognize, capture, and assimilate external knowledge). Our results indicate the importance of recognizing potential knowledge providers prior to any absorption of knowledge from external sources. Furthermore, we emphasize the relevance of routines for absorbing knowledge and we distinguish between KM routines that are deliberately developed for absorbing knowledge and KM projects where knowledge absorption happens unconsciously. Finally, we point out that different stages of an AC process follow different logics (exploration vs. exploitation) and, thus, a skilful management of the AC cycle is necessary to leverage externally absorbed knowledge.

Exercises are key components of assessment centers (ACs). However, little is known about the nature and determinants of AC exercise performance. The traditional exercise paradigm primarily emphasizes the need to simulate task, social, and organizational demands in AC exercises. This chapter draws on trait activation theory in proposing a new AC exercise paradigm. First, we develop a theoretical framework that addresses the complexity of situational characteristics of AC exercises as determinants of AC performance. Second, we argue for planting multiple stimuli within exercises as a structured means of eliciting candidate behavior. Third, we show how the new paradigm also has key insights for the rating part of ACs, namely, in selecting dimensions, designing behavioral checklists, screening assessors, and training assessors. Finally, the impact of this new AC exercise paradigm is anticipated on important AC outcomes such as reliability, internal/external construct-related validity, criterion-related validity, assessee perceptions, and feedback effectiveness.

The resolution of conflicts between shareholders and managers, at minimal cost, is the goal of corporate governance. In 1999, an intriguing series of events occurred that dramatically reshaped the Canadian airline industry. This clinical study considers these events in relation to four corporate governance mechanisms. The results of this clinical study suggest that these four mechanisms may not be sufficient to control a management team that is committed to a course of action and to retaining their positions. In practice, corporate governance can be severely limited, even when the majority of board members are outside directors. In addition, institutional shareholders may not be the disciplining force that theory and logic suggests. Overall, the results imply that managerial entrenchment is a powerful motivating force that may be impossible to counter even for a large, poorly performing corporation that is subject to a very attractive takeover offer.

While international learning programs have received a great deal of attention and have been found to provide valuable learning experiences for participants interested in developing global leadership competencies (GLCs), they are resource-intensive and variably effective. This chapter examines the relatively unexplored use of assessment center (AC) methodology as a complementary avenue for developing students’ GLCs. Scholarly literature sources pertaining to GLCs and their development, experiential learning theory, and AC methodology are reviewed to develop a conceptual model and propositions related to participants’ learning in an AC designed to develop GLCs. An example is described of one university’s design and facilitation of an AC used to develop students’ GLCs. The role of AC methodology, along with international and other learning experiences for developing students’ GLCs, and recommendations for future research, are discussed.

This chapter discusses the steps taken to access and use the ACS five-year data. The format of the data is discussed pointing out the fact that there is no requirement that an ACS five-year variable holds data for the same field year to year. The development of a cross-reference table is discussed allowing the data to be accessed by a common label.

Recent studies have questioned the direct relationship between entrepreneurial orientation (EO) and firm performance (e.g., Rauch, Wiklund, Lumpkin, & Frese, 2009; Wales, Gupta, & Mousa, 2013). Following this stream of research, this study examines this relationship by identifying the intermediate steps between these two variables (Alegre & Chiva, 2013; Wales, 2016; Zahra, Sapienza, & Davidsson, 2006). EO is considered essential for new market entry and new business foundation, which is why this study focuses on startups. Startups search for viable business opportunities, and this search is highly dependent on organizational learning (Kreiser, 2011). Previous studies suggest that organizational learning mediates the relationship between EO and performance (e.g., Real, Roldan, & Leal, 2014; Wang, 2008). This study investigates the role of organizational learning in this relationship by analyzing how EO and absorptive capacity (AC) interact. We propose a more direct and fine-grained measure of entrepreneurial success by developing a conceptual model that includes opportunity identification as an early outcome measure for startups. Drawing on a sample of 95 academic spin-offs in the Netherlands, this study examines the mediating role of AC and market readiness in the relationship between EO and market opportunities. The findings indicate that AC and market readiness mediate the direct effect of EO on market opportunity identification. By using opportunity identification as an outcome measure for EO, this study adopts a more direct measure for firm performance, resonating with recent discussions on the main effect of EO for organizations. These findings suggest that academic spin-offs’ AC leads entrepreneurial efforts to achieve a better product-market fit, and in return, helps to identify more market opportunities.

Purpose – In this research, we have prepared activated carbon (AC) from the waste of banana peels (Musa acuminate L.) using potassium hydroxide (KOH) for carbon monoxide (CO) adsorption from motorcycle gas emission.

Design/Methodology/Approach – The activation was conducted using a chemical activator (KOH) at various concentrations of 1, 2, and 3 N for 1, 2, and 3 h, respectively. Characteristics of banana peels AC (BPAC) produced were analyzed using the Fourier-transform infra-red spectroscopy and scanning electron microscopy.

Findings – Results showed that KOH concentration and activation time strongly affected the CO adsorption and opening of the AC surface pore. There was an increase in the CO sorption when the KOH concentration was increased up to 3 N concentration. The highest CO adsorption from the emission occurred at 70.95% under KOH concentration of 3 N during the 3-h preparation.

Research Limitations/Implications – BPAC has been used as an adsorbent for only CO from motorcycle gas emission but not as an adsorbent for HC, NO, NO_x, or H₂S.

Practical Implications – BPAC can be used as the potential adsorbent for the removal of CO from motorcycle gas emission, and it is an environmental friendly, low cost, and easy to make adsorbent.

Originality/Value – In this study, the AC is made from biomass and is used in wastewater treatment, but limited studies are found on the removal of CO from motorcycle gas emission.