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A proposal for a distribution cost and revenue analysis format to provide information for logistics decisions and control.

State bids for Felixstowe Port A surprise £5.25 million offer has been made for Felixstowe Dock and Railway Company, one of Britain's most successful port enterprises, by the State‐owned British Transport Docks Board, which at present handles about 25 per cent of UK seaborne traffic.

This commentary suggests areas that could be further developed in Reiter-Palmon, Herman, and Yammarino's call for a multi-level analysis of the underlying cognitive structures of both teams and individuals. The chapter by Reiter-Palmon, Herman, and Yammarino effectively demonstrates the importance of cognition in the understanding of individual and team creativity. However, the importance of other issues – in particular, team process and composition – also needs to be more fully considered when moving from the individual level to the team level. This commentary addresses the conceptual challenge of attempting to take a purely cognitive approach for teams, and presents some further arguments for considering how team process and composition influence team cognition and ultimately team creative problem solving. It also discusses the value of using some type of team intervention to enhance team creative problem-solving processes. Finally, it argues for the importance of considering the dynamic nature of some teams and examining how changes in team membership can affect team cognition.

Entrepreneurial orientation (EO) has emerged as a core concept in the field of entrepreneurship. Yet, there continue to be questions about the nature of EO and how best to conceptualize and measure it. This chapter makes the case that EO has grown beyond its roots as a firm-level unidimensional strategy construct and that a new multidimensional version of EO is needed to capture the diverse manifestations and venues for entrepreneurial activity that are now evident around the world – global entrepreneurial orientation (GEO). Building on the five-dimension multidimensional view of EO set forth when Lumpkin and Dess (1996) extended the work of Miller (1983) and Covin and Slevin (1989, 1991), the chapter offers an updated definition of EO and a fresh interpretation of why EO matters theoretically. Despite earnest efforts to reconcile the different approaches to EO, in order to move the study of EO and the theoretical conversation about it forward, we maintain that as a group of scholars and a field, we need to acknowledge that two different versions of EO have emerged. Given that, we consider original approaches to measuring EO, evaluate formative measurement models, consider multiple levels of analysis, call for renewed attention to EO configurations, and discuss whether there is a theory of EO.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

At a meeting of the Stepney Borough Council on June 20th the Public Health Committee submitted the following report by the Medical Officer of Health detailing the proceedings which have been instituted against a certain milk‐vendor during the past eight years, and illustrating the difficulties which are experienced in obtaining convictions for adulteration of milk in consequence of the provisions of the “warranty clause” of the Sale of Food and Drugs Acts.

In this chapter, the approach of radical interactionism is juxtaposed against symbolic interactionism, its older conservative turned rival cousin, to highlight primarily the major differences between them. The five key differences identified are as follows: (1) the major progenitors for symbolic interactionism are Mead and Blumer, while those for radical interactionism are Park and, by default, myself; (2) although radical interactionism presumes that domination and power are always of great importance for understanding human group life, symbolic interactionism assumes that they now have only limited importance for understanding it; (3) radical interactionism makes it mandatory for researchers to examine the role of dominance and power during social interaction, whereas symbolic interactionism makes it only discretionary; (4) while radical interactionism stresses the impact of individuals’ and groups’ unstated assumptions on their interaction with one another, symbolic interactionism de-emphasizes their impact on it; and finally (5) radical interactionism discourages, while symbolic interactionism encourages researchers falling into the trap of linguistic phenomenalism. Thus, unlike radical interactionism, symbolic interactionism facilitates sociologists not only falling prey to linguistic phenomenalism, but also conservative and idealistic biases, while allegedly conducting “value-free research.”

This study investigates the impact of socioemotional wealth (SEW) on family firm entrepreneurial orientation (EO) in Saudi Arabia, and the moderating effect of generational involvement on this relationship. Our data set comprises 241 privately, wholly owned family firms. We examine EO as a strategic orientation expressed in terms of both firm behavior and how managers approach risk-taking attitudinally. Our study finds that SEW is positively related to firms’ entrepreneurial behavior, but not managerial attitudes toward risk-taking. However, the positive effects of SEW on firms’ entrepreneurial behavior diminish as the number of generations involved in the family business increases. The broader implications for enabling entrepreneurship within Arab transforming economies adhering to strong cultural tribalistic norms are discussed.

The literature on international entrepreneurship offers two competing views on why new ventures internationalize: (a) the nature of the opportunity pulls them international or (b) the founder pushes the firm international. While these two internationalization drivers are not independent, they do represent unique causal mechanisms. Previously, the tools available to understand the entrepreneur’s disposition toward internationalization were limited. The present study uses the theoretical foundation of the international entrepreneurial orientation construct and from it develops and tests an attitudinally-based individual-level measure of disposition toward internationalization. To ensure the validity and reliability of the new measure, termed International Entrepreneurial Orientation Disposition, studies were conducted to: develop new scale items, examine their psychometric properties and construct validity, and demonstrate criterion validity. A strong measurement model is developed using structural equation modeling (CFI = 0.93, RMSEA = 0.07), and the measure is shown to be useful as a predictor of perceived international venture attractiveness.