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Research on strategy in new ventures has increasingly drawn upon resource-based theory, and thus has emphasized intangible factors that confer sustainable competitive advantage. These include dynamic and combinative capabilities, networks, routines, and knowledge as resources of new ventures. Yet antecedent to every one of these intangible resources is the management of the venture. But research has seldom considered management and the human resources of new ventures as a critical dimension of strategy content. This paper develops such an argument, and explores the performance contribution of human resources as strategy content in a longitudinal study of technology new ventures.

Entrepreneurial firms are vital to economic growth because they bring creative insights and unique capabilities to the marketplace. The content of entrepreneurial firm strategies reflect the unique opportunities that the technological breakthroughs, operational efficiencies, and/or marketing genius of entrepreneurial firms bring into existence. Entrepreneurial firms are at the forefront of creating new classes of products and services, and sometimes even new industries. With them, they often bring new methods of competing. Volume 11 identifies several strategic dilemmas and strategic choices that organizations face in their efforts to be more entrepreneurial. It concludes with a lively debate between well-known scholars regarding the best ways to advance entrepreneurship as a scholarly field.

The COVID-19 pandemic stressed the health care sector's longstanding pain points, including the poor quality of frontline work and the staffing challenges that result from it. This has renewed interest in technology-centered approaches to achieving not only the “Triple Aim” of reducing costs while raising access and quality but also the “Quadruple Aim” of doing so without further squeezing wages and abrading job quality for frontline workers.

How can we leverage technology toward the achievement of the Quadruple Aim? I view this as a “grand challenge” for health care managers and policymakers. Those looking for guidance will find that most analyses of the workforce impact of technological change consider broad classes of technology such as computers or robots outside of any particular industry context. Further, they typically predict changes in work or labor market outcomes will come about at some ill-defined point in the medium to long run. This decontextualization and detemporization proves markedly problematic in the health care sector: the nonmarket, institutional factors driving technology adoption and implementation loom especially large in frontline care delivery, and managers and policymakers understandably must consider a well-defined, near-term, i.e., 5–10-year, time horizon.

This study is predicated on interviews with hospital and home health agency administrators, union representatives, health care information technology (IT) experts and consultants, and technology developers. I detail the near-term drivers and anticipated workforce impact of technological changes in frontline care delivery. With my emergent prescriptions for managers and policymakers, I hope to guide sectoral actors in using technology to address the “grand challenge” inherent to achieving the Quadruple Aim.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

IN the nature of things the Library Association Conference this year cannot have the spectacular character of the jubilee one of 1950; but that does not mean it will be less effective or less useful. Edinburgh is the second city of the United Kingdom, at least in appeal to bookmen, and probably Scots would object to our order of the hierarchy. Apart from the public libraries, a place that has the National Library of Scotland, the Advocates, the Signet and the University libraries, to name only the principal ones, with many associations and treasures, must have great attractions. On looking over conference reports generally, one can infer that the one institution in a town that is not frequented by librarians in the week is the public library. The obstacle is no doubt occupation with the meetings, which many delegates are naturally unwilling to miss. But we do suggest that library visits by newcomers to Edinburgh might be quite as important, in present impression and lasting effect, as most ordinary meetings can be. Since it must be admitted that our business at Edinburgh is to attend meetings, restraint is essential, but at least the Central Library and the fine Leith Library should be squeezed into the personal programme.

It is contended that the theory and practice of qualitative research is an integral part of a comprehensive marketing course. Both postgraduate and undergraduate students of marketing may be expected to be familiar with, and have experience of, qualitative techniques. Focus groups are arguably the most frequently employed qualitative technique, and as such are used as a starting point for the study of qualitative research. Their accepted advantages of speed, flexibility and economy, together with the rich data generated, make qualitative methods eminently suitable for student research, with its attendant limitations on time and money. A detailed practical guide to the procedures for planning, conducting and analysing focus groups is presented.

This chapter compares and contrasts organizing and advocacy among US domestic workers and day laborers. These two occupations share many features: both are ill-suited to conventional unionism; immigrants, many of them unauthorized, have long dominated the workforce in both; both are entry-level jobs at the bottom of the labor market (although both are also internally stratified); and both have been the focus of advocacy and organizing at both the local and national level in recent decades. Yet, there are also significant contrasts between the two. First and foremost, women are the vast majority of domestic workers while men predominate among day laborers. Another striking difference is that while domestic labor is hidden from public view inside private households, day laborers are regularly on display on street corners and other public spaces. This chapter explores the effects of such similarities and differences on the collective action repertoires of day laborers and domestic workers. In both cases, many workers have individualistic, entrepreneurial ambitions, a formidable organizing challenge; yet, orientation does not necessarily impede and sometimes even facilitates collective action. Day laborers’ demands are largely economic, and these (predominantly male) workers often hope to return to their countries of origin; domestic workers (overwhelmingly female) are more interested in improved opportunities within the US. Although women are overrepresented in the leadership of both domestic workers’ and day laborers’ organizations, male day laborers and female domestic workers have distinct experiences and aspirations, and put forward different types of demands, generating gendered collective action repertoires.

Barriers to employment are a significant issue in the United States and abroad. As civil rights legislation continues to be enforced and as employers seek to diversify their workplaces, it is incumbent upon the management field to offer insights that address obstacles to work. Although barriers to employment have been addressed in various fields such as psychology and economics, management scholars have addressed this issue in a piecemeal fashion. As such, our review will offer a comprehensive, integrative model of barriers to employment that addresses both individual and organizational perspectives. We will also address societal-level concerns involving these barriers. An integrative perspective is necessary for research to progress in this area because many individuals with barriers to employment face multiple challenges that prevent them from obtaining and maintaining full employment. While the additive, or possibly multiplicative, effect of employment barriers have been acknowledged in related fields like rehabilitation counseling and vocational psychology, the Human Resource Management (HRM) literature has virtually ignored this issue. We discuss suggestions for the reduction or elimination of barriers to employment. We also provide an integrative model of employment barriers that addresses the mutable (amenable to change) nature of some barriers, while acknowledging the less mutable nature of others.