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Although a growing body of literature that we will discuss later in the paper gives evidence of changing perspectives on entrepreneurship – perspectives that reveal increasing emphasis on the collectivity – two troubling themes persist: (1) the “myth of the lonely only entrepreneur,” and (2) the supply versus demand perspectives on mass entrepreneurial activity. In the sections that follow, we briefly describe these perspectives and argue that they have long since overstayed their welcome.

The goal of this study is twofold: first, it seeks to investigate how enterprise social media (ESM) usage contributes to firm performance, especially through operational performance metrics; second, to identify the ESM users’ behaviors that help to improve firm performance.

An interpretive case study of a medium-sized manufacturing company in the food industry. After developing a theoretical framework, an exploratory research was undertaken about the use of an ESM. Qualitative methods were adopted for data collection and analytic induction for data analysis, using structural and descriptive coding. A series of semi-structured interviews with senior managers and middle-managers were conducted. Operations performance metrics were also assessed through documentary analysis before and after the implementation of the ESM.

The study integrates concepts and theories from across three main fields of research, namely organizational behaviors, management and information systems. It complements the extant research on ESM by providing a new theoretical framework that connects ESM use with firm performance. Empirical findings suggest that ESM contributes to firm performance through social capital development fostered by organizational citizenship behaviors. The emergence of leadership development has been also observed.

The exploratory nature of the study combined with the fact that it has been conducted within a single organization greatly limits the generalization of the findings.

Managers can use the findings of this study as a support of a successful ESM implementation. Besides, it provides references for practitioners aiming to use and evaluate ESM and their corresponding citizenship behaviors within a manufacturing milieu.

The paper is the first to bring a multi-disciplinary perspective of the contribution of ESM usage on firm performance-based in a social capital enacted by organizational citizenship behaviors. These understandings add new insights to the literature and establish new theoretical connections between organizational citizenship behaviors, ESM use and social capital that also allowed to emerge leadership development.

The purpose of this paper is to review the recent implementation of the Challenger Sales Model (CSM) at Cars.com, an online automotive marketplace that generated $633m in sales in 2016 with a sales force of over 500 representatives, and to identify insights related to the implementation that may be relevant to sales researchers and other organizations considering similar implementations. A more specific aim is to determine whether establishing “constructive tension” between salespeople and their customers, which is a key tenet of the CSM, was perceived as a source of value for Cars.com.

The case study is based primarily on in-depth interviews with 15 employees spanning different sales and/or training responsibilities in the organization, from the current CEO (previously the former Senior Vice President of Sales) to sales representatives from different sales teams.

Five major insights emerged from this research: (1) Because it represents a change in the established norms governing interpersonal dynamics, constructive tension is often more difficult for salespeople to foster when interacting with existing (vs prospective) customers. (2) Whereas leading with insights is more difficult when interacting with prospective (vs existing) customers, sustaining meaningful insights over time is a major challenge when dealing with existing customers. (3 )Products that are more transactional or price-driven are ineffective at creating constructive tension and incompatible with the CSM. (4) Creating value from constructive tension requires the entire sales organization to share a common vision of what it means to be a Challenger and to adopt consistent nomenclature and formal programs for training and coaching. (5) Even more than other consultative sales models, the successful implementation of the CSM demands company-wide integration and makes it untenable for most indirect sales teams.

Although prior academic research has offered critiques of the CSM, the present paper is one of the first to use a discovery-oriented, qualitative research approach to provide a retrospective look at the actual implementation of the CSM within an organization. This approach results in novel insights, such as the identification of conditions when high-pressure versus low-pressure selling techniques are likely to be more successful, that may be of interest to sales researchers and to other companies considering a large-scale implementation of the CSM or related sales methodologies.

The COVID-19 pandemic has disrupted various systems that drove people to adapt to certain technologies, such as electronic government services, for daily survival and to meet social distancing requirements. Therefore, this study aims to determine the antecedents of e-government use based on prospect theory and modified unified theory of acceptance use of technology (UTAUT) during a pandemic.

Convenience sampling of 368 respondents from Vietnam was conducted, and questionnaires were distributed personally or by email. The data were analyzed following a two-stage structural equation modeling (SEM) using SPSS v23 and AMOS v23. The validity and reliability of the instrument were tested and ensured.

Results show that perceived severity drives government support and social influence while perceived security drives government support, social influence and trust. Social influence enhances government support and trust, which both drives e-government use. Mediation analysis shows that government support mediates perceived the influence of perceived severity on e-government use.

The integration of prospect theory and UTAUT brings into light what will drive the adoption of e-government in the context of Vietnam. Supporting mechanisms, such as security measures, trust-building, government support and social influence, will drive citizens to adapt to technologies provided by the government but would also rely on the perceived risks and benefits.

This study integrates prospect theory and a modified version of UTAUT to explain the drivers of e-government use. The results reveal that under uncertainties, government support is critical in driving the use of e-government for people to manage the daily lives for survival.

The purpose of this paper is to investigate whether new and young firms are different from older firms. This analysis is undertaken to explore general characteristics, use of external resources and growth orientation.

Data from the 2008 UK Federation of Small Businesses survey provided 8,000 responses. Quantitative analysis identified significantly different characteristics of firms from 0‐4, 4‐9, 9‐19 and 20+ years. Factor analysis was utilised to identify the advice sets, finance and public procurement customers of greatest interest, with ANOVA used to statistically compare firms in the identified age groups with different growth aspirations.

The findings reveal key differences between new, young and older firms in terms of characteristics including business sector, owner/manager age, education/business experience, legal status, intellectual property and trading performance. New and young firms were more able to access beneficial resources in terms of finance and advice from several sources. New and young firms were also able to more easily access government and external finance, as well as government advice, but less able to access public procurement.

New and young firms are utilising external networks to access several resources for development purposes, and this differs for older firms. This suggests that a more explicit age‐differentiated focus is required for government policies aimed at supporting firm growth.

The study provides important baseline data for future quantitative and qualitative studies focused on the impact of firm age and government policy.

This research covers a rather unexplored area of customer relationship management (CRM) by questioning the mechanism between on the one hand the Pareto-principle and on the other hand traditional non-IT supported operational CRM processes. Thus, the paper aims to explore whether a minority of processes and process-aspects deserves credit for achieving a majority of CRM goals.

A qualitative approach is the most appropriate due to the assumption that access to the reality of a situation is only possible through social construction. A qualitative approach seeks to answer questions posed by studying different social settings. As noted by Berg, qualitative techniques make it possible for researchers to participate in understanding and perceiving others, as well as permitting them to discover how people structure their daily lives to make them more meaningful.

The questioned mechanism of on the one hand traditional non-IT supported operational CRM process-aspects and on the other hand the Pareto-principle is confirmed by the majority of interviewees who answered affirmatively to small things making big differences in customer contact.

Regarding the limitations of this study, the results are hard to generalise as the research context depends on a single case study. However, the high levels of detail that allows for greater insight into manufacturing SMEs in HGV-Trailer that want to adopt non-IT support operational CRM where there is lack of financial resources justify the choice of this case study.

This study is important for management to focus and develop social on top of technical competencies. This was clear from the importance of social intercourse as the glue that links all the non-IT supported operational processes from break down to invoices. It helps in removing the uncertainty from the view point of customers and highlights the importance of the care that companies need to give to the human side of the process more than objectifying things. Moreover, the finding provides an important implication for practitioners involved spare-parts purchasing process and the warranty claiming process should continuously assess whether they operate in support of a breakdown or not and subsequently use this insight to prioritize their tasks.

This research tried to answer how the Pareto-principle applies to traditional non-IT supported operational CRM process-aspects by concluding that the first social intercourse, as well as problem ownership, belongs – from a customers' viewpoint – to the “vital few” leading to “trivial many” results of rational and emotional nature. This is especially true in the breakdown process, and processes that operate in support of breakdowns.

The purpose of this paper is to provide longitudinal case history data from an investigation into the practices of an enterprising individual associated with two firms in the UK tourism industry. The first business had to be closed down despite the partners employing turnaround strategies to recover from a lack of planning, since an effective work/life balance was not achieved; the second has proved to be more successful due to entrepreneurial learning in overcoming earlier errors.

The methodology involved multiple in‐depth interviews with the key business owner and his partners in the two respective businesses together with supplementary interviews with staff and viewing documentation for triangulation purposes.

The findings based on a longitudinal case history suggest that some enterprising individuals may learn from certain past mistakes but could still need others to support particular business practices for them to succeed. The results also suggest that, even if a badly performing business can be turned around, owner/managers must be aware of the potential social costs that can be incurred in implementing strategies. As such, it demonstrates the need to learn from experiences and plan for social as well as work‐related issues to maintain a work/life balance, particularly in a “lifestyle” business.

The implications of the findings suggest that advisors (including university teaching) involved with assisting entrepreneurs make them aware of the need for effective planning. In particular, that the widely reported hard work and long hours involved in running a business can take a toll on personal lives and the work/life balance of enterprising individuals must be managed.

The main aspect of originality of the paper comes from the study of social costs of running an entrepreneurial venture, but the longitudinal nature of the study provides a further aspect of originality in this field of research.

This paper examines learning‐on‐demand (LOD) ‐ the knowledge‐based learning model; forces for change; early adopters and implementation barriers. According to the authors, LOD reduces knowledge acquisition time, cuts travel costs for both students and teachers, lowers off‐the‐job related expenses, reduces classroom overheads and lowers materials expenses. Through LOD higher‐quality learning improves organizational performance and increases employees’ breadth of knowledge and ability to deploy skills in the service of strategic objectives.