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An important question facing business scholars is whether and how organizations may best adapt their investments, resource profiles, and strategies to the demands of their particular environments. While a broad literature describes organizational design principles that may assist in this regard, more recent work builds on Kauffman's (1993) NK model of biological evolution to explore how selection mechanisms and adaptive principles promote firms' exploitation and exploration efforts. This research stream has made contributions regarding the importance and efficacy of various internal adaptive factors in particular environmental settings. For instance, Levinthal (1997) shows that, despite extensive adaptation efforts, the influence of imprinting persists in complex environments with many local peaks. Rivkin (2000) demonstrates that NK complexity degrades the efficacy of search, compelling imitators to rely on search heuristics rather than adaptation via local learning. Rivkin and Siggelkow (2003) explore the tradeoffs between exploration and stability, and describe how particular organizational attributes, such as vertical hierarchy and group- or firm-level incentive systems, influence the flow of information throughout the organization. These as well as other contributions have added precision to the conceptualization of environments and sharpened understanding of organization by describing precisely how interdependencies across investment choices and/or resource profiles affect adaptation efforts.

This chapter focuses on how corporate entrepreneurs seize opportunities and deal with threats through resource acquisition, control, and use. When corporate entrepreneurs fail to gain control of preferred resources they must rely on their ability to optimize their use of resources on hand in order to avoid the typical limitations inherent in a constrained set of resources. However, control of resources, whether existing or supplementary, by itself is an insufficient basis for influencing performance. Performance also depends on an organization’s capacity to deploy resources in combination with strategically important organizational processes to affect a desired end. The way in which corporate entrepreneurs utilize their resources is likely to have a more significant effect on performance than is merely having control of them. The current research aims to elaborate on how corporate entrepreneurs can become more resourceful by using a vacillation approach to resource acquisition and utilization. In this context, vacillation is movement between exploration and exploitation, or knowledge acquisition and knowledge integration from a knowledge management perspective. Vacillation is distinguished from the “balance” hypothesis prevalent in the organizational ambidexterity literature. A balance hypothesis states that both exploration and exploitation may be pursued simultaneously either by creating structural or contextual organizational ambidexterity. Here, we explain how vacillation enables an organization’s corporate entrepreneurship posture to lead to improved performance. In this chapter, we first describe the extant literature and construct relationships between corporate entrepreneurship posture, organizational resource level, vacillation, and organizational performance. We then analyze the learning processes associated with vacillation and discuss the research and managerial implications associated with the proposed relationships.

To assess the impact of TCE on the field of strategy, we first quantified the distribution of TCE-related research articles across all disciplines and fields. Specifically, we identified every article that appeared in a journal included in the Institute for Scientific Information's (ISI's) Web of Knowledge between 1975 and 2008 and that included among its keywords some variation of “transaction costs.” We then removed those articles for which this term clearly did not refer to transaction costs of the Coasean kind (primarily articles in finance and computing, for which “transaction cost” has a different meaning). Finally, we categorized each journal according to its discipline or field. Granted, this requires some judgment, but we attempted to be objective in our categorizations.¹ As Table 1 shows, articles that are self-described as part of the TCE research stream have appeared more frequently in strategy journals than in the journals of any other discipline or field. We interpret this as evidence of TCE's impact on strategy, and of the importance of the strategy field to TCE.

Data visualizations in some form or another have served as decision-support tools for many centuries. In conjunction with advancements in information technology, data visualizations have become more accessible and more efficient to generate. In fact, virtually all enterprise resource planning and human resource (HR) information system vendors offer off-the-shelf data visualizations as part of decision-support dashboards as well as stand-alone images and displays for reporting. Plus, advances in programing languages and software such as Tableau, Microsoft Power BI, R, and Python have expanded the possibilities of fully customized graphics. Despite the proliferation of data visualization, relatively little is known about how to design data visualizations for displaying different types of HR data to different user groups, for different purposes, and with the overarching goal of improving the ways in which users comprehend and interpret data visualizations for decision-making purposes. To understand the state of science and practice as they relate to HR data visualizations and data visualizations in general, we review the literature on data visualizations across disciplines and offer an organizing framework that emphasizes the roles data visualization characteristics (e.g., display type, features), user characteristics (e.g., experience, individual differences), tasks, and objectives (e.g., compare values) play in user comprehension, interpretation, and decision-making. Finally, we close by proposing future directions for science and practice.

There is a clear national trend toward the inclusion of students with disabilities in general education classrooms. This trend poses particularly vexing challenges for delivering appropriate programs for students with emotional and behavioral disorders (EBD). This chapter describes the complexity of determining appropriate inclusive placements for students with EBD within the historical, legal, and philosophical context of inclusion and related to what we know about these students and how we can improve outcomes. Recommended practices for maximally appropriate placements include a comprehensive approach that integrates academic and behavioral interventions, and robust professional development in research-validated instructional practices for teachers. Shifting roles and shared responsibility of the professionals who are now working with students with EBD must be considered. Finally, issues currently being addressed that will shape the future direction of service delivery for students with EBD are discussed including the need for systematically and objectively manipulating key variables, including educational placement, to impact student achievement across settings.

Of the many serious challenges confronting schools today, bullying and harassment perhaps pose the most deleterious and persistent long-term outcomes for students. The effects of bullying are not limited to the students targeted by these behaviors, but also negatively affect the bullies and bystanders who witness the events. An array of factors influence, or even perpetuate, school bullying. The factors are related to individual characteristics of the students, social relationships in school, family support, neighborhood influences, and community systems. In this chapter, we describe the effects of bullying and harassment and, provide a current perspective of the magnitude of the problem. We also discuss effective responses to bullying and harassment in schools and approaches for prevention. School-wide implementation of programs is highlighted.