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Among nascent entrepreneurial ventures, are some types of bootstrapping techniques more successful than others? We compare externally oriented and internally oriented techniques with respect to the likelihood of becoming an operational venture; and we compare cash-increasing and cost-decreasing techniques with respect to becoming operational. Using data from the first Panel Study of Entrepreneurial Dynamics, we find evidence suggesting that when bootstrapping a new venture, the percentage of cash-increasing and cost-decreasing externally oriented bootstrapping techniques that a ventureʼs owners use are positive predictors of subsequent positive cash flow (one and two years later). But, internally oriented techniques are not related to subsequent cash flow.

Purpose – The purpose of the chapter is to sketch the historical and evolutionary development of the Wichita Aircraft Manufacturing Cluster from inception to present and provide a descriptive narrative of aircraft industry knowledge spillovers currently driving effort to establish a Medical Device Manufacturing Cluster. The chapter illustrates how carbon-fiber composite materials knowledge and technology developed for use in the aviation industry is facilitating the creation and growth of medical device manufacturing.

Methodology/approach – We use an historical case study approach to trace the development of the aircraft cluster in the Wichita, KS metropolitan area. A number of technologies are identified that had initially been adopted by one firm but eventually diffused through other firms in the local cluster and ultimately throughout the industry.

Findings – In addition to providing examples of within industry knowledge spillovers, we provide an example of technology-based knowledge that is diffusing through the aircraft manufacturing industry and is now being used as the basis for establishing an unrelated industry manufacturing cluster. The use of carbon-fiber composites in aircraft manufacturing has diffused from one manufacturer to many in the industry. Subsequently, the knowledge base surrounding carbon-fiber composite materials is being used in a local R&D effort to create a second manufacturing cluster producing medical devices ranging from surgical instruments to joint-replacement implants.

Originality/value of paper – The chapter illustrates a unique example of a manufacturing cluster, intra-industry knowledge spillovers, and inter-industry knowledge spillovers to create a new manufacturing cluster.

The purpose of this paper is to investigate the relationship between learning orientation (LO), entrepreneurial orientation (EO), and firm growth in small- and medium-sized firms (SMEs). The authors theoretically argue for a mediation effect of EO on the relationship between LO and growth. The study considered how companies that value learning enact actions to affect firm outcomes. This is particularly important for small firms that may not be capable of withstanding significant shocks in the marketplace.

The research design employed the survey method for data gathering and resulted in 105 completed responses from CEOs/presidents of SMEs. To examine the construct validity of the measurement dimensions the authors used a multistage process. Additionally, the authors employed a competing models analytic design to determine the presence and strength of mediating effects of the EO construct.

The findings empirically demonstrate the notion that firm cultural values embodied in a LO and translated into action behaviors by an EO is positively related to SME growth and adaptation. The research also supports the notion that learning is an important element in opportunity recognition insofar as opportunity recognition is entrepreneurial or reflecting an EO. SMEs that are open to learning may identify opportunities to exploit through an EO that facilitates growth. In the face of dynamic external environments and competitive conditions SMEs are well served by being more creative and entrepreneurial.

The design of the study is limited by single source, key respondents in SMEs, and has the potential for common method bias even though the authors tested for this effect successfully.

The study contributes to the literature by examining how learning and an orientation toward entrepreneurial behavior affect the growth of firms. These findings will be of value to both scholars and entrepreneurs.

Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally intelligent and an emotionally unintelligent CEO, especially during a crisis? This chapter aims to answer this question.

40 CEOs of large corporations were asked to deliver a verbal address to their board members in reaction to a vignette describing a critical situation for the company. Participants were provided with the Schutte self-report emotional intelligence (EI) test. The verbal content of CEOs' closed-door discourses was analyzed using Cognitive-Discursive Analysis (CDA) and, subsequently, Geometric Data Analysis (GDA).

The results revealed that CEOs with low EI tend to evoke unpleasant emotions, talk about competition, and often blame some – or all – of the board members for their (poor) actions in comparison to CEOs with high or medium EI. In contrast, CEOs with high EI tend to use terms in relation to decision or realization and appear to be more cooperative than those with lower EI and were also ready to make decisions on behalf of team.

Previous research has mainly focused on CEOs' public speeches. But the content of CEOs' speeches within the boardroom might noticeably differ from what they would say in a public address. The results of our exploratory study can serve CEOs as a basis toward improving their closed-door rhetoric during a crisis.

It would be interesting to enlarge the size of our population in order to strengthen our statistical analyses as well as explore other cultural and linguistic environments and other channels through which emotions can be expressed (e.g., human face, gesture, vocal tone).

Child psychiatrist Leo Kanner (pronounced “Konner;” Feinstein, 2010, p. 19) published a ground-breaking paper in 1943 that introduced the world to the present-day concept of autism (Fombonne, 2003; Goldstein & Ozonoff, 2009; Roth, 2010). Prior to Kanner, however, several physicians described the condition of autism without identifying it as such. A textbook published in 1809, titled Observations on Madness and Melancholy, contained a description of a boy whose symptoms fit the modern definition of autism (Feinstein, 2010; Vaillant, 1962). The book's author, Dr. John Haslam, wrote about a 5-year-old male who was admitted to the Bethlem Asylum in 1799 with a medical history that included a case of measles when he was 1 year old. The boy's mother claimed that at age 2 years, her son became harder to control. She also indicated that he did not begin to walk until he was 2½ years of age and did not talk until he was 4 years old. Once hospitalized, the boy cried only briefly upon separation from his mother and was “constantly in action” (Vaillant, 1962, p. 376), suggesting that he was hyperactive. Hyperactivity is a characteristic commonly found in children with ASDs (APA, 2000; Wicks-Nelson & Israel, 2009). Although this child watched other boys at play in the hospital, he never joined them and played intently with toy soldiers by himself. The boy could not learn to read and always referred to himself in the third person (Vaillant, 1962). Grammatical errors in speech can be observed among individuals with ASDs (Roth, 2010; Wicks-Nelson & Israel, 2009).

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

The purpose of this paper is to help clarify the actions of effective emergent leaders in self-managing work teams (SMWTs). Multiple methods were used to test hypotheses that leader's behaviors consistent with the development of emotionally competent team norms (interpersonal understanding, caring behavior, creating an optimistic environment, and proactive problem solving) would be more strongly linked to team trust, open communication, personal task engagement, and team effectiveness than traditional task-focused leader's behaviors (directive statements, using questions). Most hypotheses were supported. Directive leader's behaviors were for the most part negatively associated with team trust, open communication, and personal task engagement. It is argued that in SMWTs that have a history and a future together, emergent leaders who engage in behaviors that build emotional competence in the team are more likely to create team effectiveness than emergent leaders focused on directing team members.

Although the Sendai Framework for Disaster Risk Reduction 2015–2030 explicitly recognizes the need for psychosocial support and mental health services, the focus of this and many disaster risk reduction and management (DRRM) plans lies in the response, recovery, and rehabilitation phases. Less attention has been given to how mental health aspects affect the predisaster phase. This chapter explores the less understood concept of “resistance” in the perspectives model of disaster mental health, which is related to DRRM themes of “prevention and mitigation” and “preparedness” interventions. Four strategies are identified by which DRRM interventions can contribute to psychosocial support and mental health: increasing stress resistance, fostering cohesion and social support, fostering positive cognition, and building self-efficacy and hardiness. We review the cases of the Philippines, Indonesia, Myanmar, and Thailand and report existing socio-political DRRM initiatives for prevention, mitigation, and preparedness that can potentially enhance resistance as a predisaster intervention. Beyond medical services or clinical mental health interventions for select populations, DRRM interventions can benefit the general public. Despite natural intersections, there remains a need for deliberate and targeted initiatives that explore how vertical pyschosocial care programs can be created to straddle both DRRM and health sectors in practice.

Although the proliferation of research in emotional intelligence (EI) in the last 25 years has largely focused on the individual level, some researchers have proposed theories and measurement models for EI at the organizational level. Drawing from earlier work which conceptualizes organizational emotional intelligence (OEI) as a climate-level construct involving shared norms and practices this chapter sets out to investigate the relationship between perceptions of organizational emotional intelligence (OEI) and turnover intentions amongst employees. Since turnover intentions are a reliable indicator of actual turnover they are deemed to be a critical indicator for organizational performance. This chapter also builds on previous research which found that the relationship between OEI as a climate-level construct and intention to leave was mediated by organizational emotional appeal (i.e., overall reputation) and trust in senior management to explore the mediating role of other employee attitudes which have been traditionally linked to climate and individual-level outcomes in organizations, namely job satisfaction and affective commitment. By surveying employees in a UK-based charity organization (n = 173), the study finds that both job satisfaction and affective commitment mediate the impact of OEI on intention to leave and explain a moderate amount of variance in the focal construct. However, the majority of the mediation occurs through job satisfaction with a reduced mediation effect for affective commitment. Potential reasons for these results in the charity context are discussed. The chapter contributes to a wider understanding of the way in which perceptions of OEI impact on employee attitudes toward the organization and the job; and, in turn, how these attitudes impact on turnover intentions.