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Global mobility remains one of the most pressing challenges of our times. Countries in the north are turning to major ‘sending’ countries in the south to secure their cooperation in controlling their borders and in repatriation processes. By explicitly linking migration to global security threats and weak governance, these migration control initiatives are justified by development goals and sometimes financed by official development assistance (ODA). By connecting criminology with international development scholarship, this chapter seeks to advance our understanding of the novel intersections between criminal justice, security and development to govern mass migration. Focusing on UK policies and the analysis of specific programmes, it interrogates what does the sustainable development goal (10.7) of facilitating ‘orderly, safe, regular and responsible migration’ concretely entail? And to what extent does the language of ‘managed migration’ legitimise restrictive border controls policies and even conflict with other global development goals?

This chapter introduces the Sustainable Development Goals (SDGs) and considers how criminological research, policy and practice can advance this global agenda. It critically accounts for the complex geopolitical, institutional and ideological landscapes that gave rise to this agenda and the challenges this poses for implementing the SDGs today. The chapter also raises important questions about the viability and consequentiality of global efforts to govern the nexus between crime, justice and sustainable development on account of the gravest threat to humanity, climate change. We conclude that all of these issues highlight the need for scholars and practitioners with expertise on crime and justice to approach this agenda from a critical standpoint. At the same time, we acknowledge that the SDGs remain the best global framework that we have for promoting safer and more equitable societies.

Scholars have recognized that formal hierarchical structures and slack resources are at the core of small- and medium-sized enterprises (SMEs) attainment of ambidexterity. Surprisingly, few studies on SMEs have analyzed the extent to which these structural and resource attributes are associated with exploration and exploitation. This study aims to examine how two structural attributes, formalization and structural empowerment, and two resource attributes, financial slack and human resource slack, affect exploration and exploitation in SMEs.

Data were gathered from a survey administered to the chief executive officers of 522 French SMEs. The research hypotheses were then tested using seemingly unrelated regressions to investigate the contrasts between the two components of ambidexterity.

The results show that structural empowerment and financial slack may be conducive to exploration and exploitation at the same time. By contrast, formalization and human resource slack impact only one of these two ambidexterity components in significant ways: the former may be a powerful lever for exploitation, while the latter may be a powerful lever for exploration.

Relying on a dual structure–resource perspective, this study allows us to discuss the distinct impacts that several organizational antecedents have on exploration and exploitation in the specific context of SMEs. It thus addresses the recent call to identify which antecedents are integrating and which are differentiating to help firms deal with ambidexterity.

Do luxury consumers negatively evaluate digital interactions (website and social media) by international luxury brands? The topic has received much debate. The authors argue that luxury brand personality (modern vs. traditional), which encompasses a more stable form of brand identity in global markets, affects evaluations of digital interactions. They further investigate the role of self-brand connection in this process.

Three experiments on Prolific use a European sample and manipulate a single factor between subjects (modernity: less vs. more; traditionality: less vs. more) of French luxury brands and measure evaluations as the dependent variable. Two studies assesses self-brand connection (continuous) as a moderator (studies 2a, 2b). Study 2b rules out some alternative explanations, with culture (independent vs. collectivist) as an independent variable. A fourth study, using a North American sample on CloudResearch, assesses the effect of personality manipulation (more modernity vs. more traditionality) on consumer evaluations of an Italian brand, and assesses ubiquity perceptions as a mediator.

Consumers evaluate digital interactions of international luxury brands less favorably when luxury brand personality exhibits more (vs. less) modernity or less (vs. more) traditionality. Perceptions of ubiquity mediate these relationships. When self-brand connection is high, this effect is attenuated.

The research sheds light on the debate on whether luxury brands should create digital interactions in international markets, given that these global brands operate in multiple channels. Findings show that luxury brands can develop strategies based on aspects of their brand identity, a less malleable feature of brand identity within global markets. Additionally, the research contributes to the conversation about a global luxury market. In short, the findings offer evidence in favor of brand identity (personality) influencing the digital channel strategy a brand should undertake in international markets, first, followed by consumer needs.

At the end of the exercise, students will be able to identify the type of entrepreneur, apply Big Five Personality Traits characteristics of the successful entrepreneur, use the Porter five forces to define the company’s attractiveness, describe David’s three-stage framework, use David’s (2015) strategy formulation framework to propose appropriate strategies for a company, explain the interdependencies of the nine key elements of a business model and create the business model canvas.

The case focuses on Posh Nail Beauty (POSH), one of the leading manicure and pedicure companies in Malaysia. The case concentrates on the discussion of business development, business strategies and challenges of POSH.

The case study is suitable to be used by undergraduate students who are taking the courses such as entrepreneurship, business strategy and marketing related courses.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Pearce and Robinson (2013). Strategic management: Planning for domestic & global competition, (13th ed.). McGraw-Hill/Irwin, New York. • Posh Nail Spa. (2017), available at www.poshnailspa.my/ • Posh! Nail Spa Presents The First Nail Art Fashion Show in Malaysia. (2016), available at http://femalemag.com.my/beauty/posh-nail-spa-presents-first-nail-art-fashion-show-malaysia/ • Scarborough and Cornwall (2015). Entrepreneurship and effective small business management, (11th ed.). Pearson, England. • Siaw (2015). “How to nail it: Plus the do’s and don’ts,” The Star, Malaysia. • This Local Nail Salon Is Going Beyond Mere Manicures. (2017), available at http://marieclaire.com.my/beauty/local-nail-salon-posh-nail-spa/ • Torlak and Şanal (2007). David’s strategy formulation framework in action: the example of Turkish Airlines on domestic air transportation. İstanbul Ticaret Üniversitesi Fen Bilimleri Dergisi, 6(12), 81-114. • David (2011). Strategic management (Concepts and cases)(Global Edition 13e). Pearson, Upper Saddle River, New Jersey.

CSS 3: Entrepreneurship.

The purpose of this paper is to introduce a special issue on entrepreneurship and service innovation, and to conceptualize the link between entrepreneurial orientation, innovation and entrepreneurship or new entry.

Analysis of secondary data.

Entrepreneurial orientation (EO), innovation (IN) and entrepreneurship are in a vital “triadic connect”, where EO supports innovation in organizations and innovation promotes new entry or new venture creation – a vehicle for commercialization of innovations.

There is a need for empirical validation of the linkages proposed in this conceptual paper.

This “triadic connect” between EO, IN and entrepreneurship or new entry is a source of or key driver of organizational performance (OP) and competitive advantage (CA).

The theorization and schematization of the “triadic connect” (i.e. EO–IN–NE link) and outcomes (namely, OP and CA) is presented.

Many entrepreneurs are able to manage their businesses within relatively contained and familiar geographical and cultural circles. With a world economy shrinking every day amid a flood of digital information, todayʼs entrepreneur is increasingly confronted with opportunities to consider new ways to secure vendors and recruit customers. Many unfamiliar possibilities emerge. Should the entrepreneur venture beyond “comfortable” surroundings to consider international connections? Specifically, what about China? How practical is this fetching business temptation of larger markets and lower-cost subcontractors? What are the social, trade, financial, and political issues? Should a “China strategy” be a true entrepreneurial offensive, or rather a defensive response to competition? Is this “China strategy” the promise of yet another entrepreneurial nirvana? Or is it perhaps again a case of “Be careful of what you wish for; it may really come true?”