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Article
Publication date: 1 May 2000

Mark Peterson and Jeffrey E. McGee

A mail survey of 428 Nebraska and Kansas businesses from five towns in which Wal‐Mart opened stores between 1989‐1994 resulted in 191 returns regarding retailer response and…

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Abstract

A mail survey of 428 Nebraska and Kansas businesses from five towns in which Wal‐Mart opened stores between 1989‐1994 resulted in 191 returns regarding retailer response and subsequent performance impact. Less than one third of the businesses with $1 million or more in sales reported a negative impact. In contrast, nearly one half of the businesses with less than $1 million in sales reported a negative impact, with the effect most felt among those retailers located in the central business district. An inverse relationship was observed between changes in retail strategy and store performance.

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International Journal of Retail & Distribution Management, vol. 28 no. 4/5
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 1 March 2002

Jeffrey E. McGee and Troy A. Festervand

Describes the experiences of an American professor who taught a graduate course in cross‐cultural management at a Portuguese university. Outlines the overall experience before…

773

Abstract

Describes the experiences of an American professor who taught a graduate course in cross‐cultural management at a Portuguese university. Outlines the overall experience before detailing several pedagogic issues which were unforeseen/problematic. Proposes ten axioms to guide similar future internal exchange experiences. Emphasizes four areas of difficulty, preparation, expectations, conduct and relationships.

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Cross Cultural Management: An International Journal, vol. 9 no. 1
Type: Research Article
ISSN: 1352-7606

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Book part
Publication date: 14 September 2007

Dilene R. Crockett, G. Tyge Payne and Jeffrey E. McGee

This chapter examines the role that resource support and decision autonomy play in the successful launch of corporate entrepreneurial initiatives. Specifically, this study…

Abstract

This chapter examines the role that resource support and decision autonomy play in the successful launch of corporate entrepreneurial initiatives. Specifically, this study assesses whether entrepreneurial initiatives receiving higher levels of support from top management and more resource contributions in key functional areas actually have higher levels of performance. Additionally, this study investigates whether or not the entrepreneurial initiatives that receive greater decision autonomy in the same critical functional areas will experience higher levels of performance. Hypotheses arguing these points are tested using data obtained from the Internet divisions of major metropolitan newspapers. This allows for the discovery and evaluation of an opportunity (i.e., the Internet) to be held constant, so that a better understanding of the exploitation stage of the entrepreneurial process might be obtained. Results suggest the importance of resource support and decision autonomy to initiative performance, but with more importance being placed on the marketing functional group for resource support and the accounting and legal functional areas for decision autonomy.

Details

Entrepreneurial Strategic Processes
Type: Book
ISBN: 978-0-7623-1429-4

Book part
Publication date: 14 September 2007

G.T. Lumpkin and Jerome A. Katz

This tenth volume in the series Advances in Entrepreneurship, Firm Emergence, and Growth focuses on entrepreneurial strategic processes. Papers related to strategic processes in…

Abstract

This tenth volume in the series Advances in Entrepreneurship, Firm Emergence, and Growth focuses on entrepreneurial strategic processes. Papers related to strategic processes in entrepreneurship have been a recurring feature of the Advances series, starting with the second volume, which included Slevin and Covin's (1995) article of record on entrepreneurial strategic behavior, as well as process-related strategy articles by Carsrud and Kruerger (1995) and Bloodgood, Sapienza, and Carsrud (1995). Subsequent explorations included Volume 7's material on corporate entrepreneurship, Fernhaber and McDougall's (2005) work on strategic adaptation in Volume 8, as well as Salvato, Lassini, and Wiklund's (2006) acquisition process model and Samuelsson's innovative-imitative process comparison in Volume 9. Common to all of these has been the central intent of the strategy approach: the pursuit of organizational success.

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Entrepreneurial Strategic Processes
Type: Book
ISBN: 978-0-7623-1429-4

Content available
Book part
Publication date: 14 September 2007

Abstract

Details

Entrepreneurial Strategic Processes
Type: Book
ISBN: 978-0-7623-1429-4

Book part
Publication date: 27 October 2016

Alexandra L. Ferrentino, Meghan L. Maliga, Richard A. Bernardi and Susan M. Bosco

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in…

Abstract

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

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Research on Professional Responsibility and Ethics in Accounting
Type: Book
ISBN: 978-1-78560-973-2

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Research on Professional Responsibility and Ethics in Accounting
Type: Book
ISBN: 978-0-76231-393-8

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Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

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Research on Professional Responsibility and Ethics in Accounting
Type: Book
ISBN: 978-0-76231-239-9

Book part
Publication date: 18 June 2004

Donald F Kuratko, R.Duane Ireland and Jeffrey S Hornsby

Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To cope with…

Abstract

Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To cope with the challenge of simultaneously developing and nurturing both today’s and tomorrow’s core competencies, firms increasingly rely on effective use of corporate entrepreneurship (Covin & Miles, 1999). These facts make it imperative that managers at all levels actively participate in designing and implementing a strategy for corporate entrepreneurship actions. The recent literature reveals that there is a general although certainly not a complete consensus around the position that successful corporate entrepreneurship (CE) is linked to improvement in firm performance (Ireland et al., 2001). Covin, Ireland and Kuratko (2003) suggest that corporate entrepreneurship is increasingly recognized as a legitimate path to high levels of organizational performance and that the understanding of corporate entrepreneurship as a valid and effective practice with real, tangible benefits is occurring across firm type and managerial levels. Other researchers cite corporate entrepreneurship’s importance as a growth strategy (Kuratko, 1993; Kuratko et al., 1993; Merrifield, 1993; Pinchott, 1985; Zahra, 1991; Zahra & Covin, 1995; Zahra, Kuratko & Jennings, 1999). As an example, Dess, Lumpkin and McGee (1999) note that, “Virtually all organizations – new start-ups, major corporations, and alliances among global partners – are striving to exploit product-market opportunities through innovative and proactive behavior” – the type of behavior that is called for by corporate entrepreneurship. Barringer and Bluedorn (1999) suggested that in light of the dynamism and complexity of today’s environments, “…entrepreneurial attitudes and behaviors are necessary for firms of all sizes to prosper and flourish.” Developing an internal environment that cultivates employees’ interest in and commitment to creativity and the innovation that can result from it contributes to successful competition in today’s competitive arenas. A valuable and appropriate internal organizational environment is a product of effective work (often within the context of corporate entrepreneurship) by managers at all levels (Floyd & Lane, 2000).

Details

Advances in Entrepreneurship, Firm Emergence and Growth
Type: Book
ISBN: 978-1-84950-267-2

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