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The purpose of this paper is to contribute to understanding the impact of entrepreneurial team composition on new venture performance. Different types of entrepreneurship motivation among founding team members are defined. Using a relatively recent theory as a framework (i.e. self-determination theory), the authors group these motives into two categories: autonomous and controlled motivation. The business impact of the level of each type of motivation within the team, as well as the impact of having team members with different motivational drivers, is examined. New venture performance is modelled in two different ways: financial performance (i.e. return on assets) and innovation performance.

The analyses are based on 66 founding teams active in diverse activity sectors. The teams represent a total of 142 business founders. Data was collected through structured interviews, a company questionnaire and a secondary data source (i.e. certified financial statements).

The results confirm that the level of autonomous motivation within the team contributes to start-up financial performance, whereas the level of controlled motivation hampers innovation performance. No direct effects of diversity of team member motivation on start-up performance were discovered.

This is one of the first papers to study multiple firm performance effects of the composition of entrepreneurial founding teams in terms of motivation.

The purpose of this paper is to suggest that different start-up motivations make entrepreneurs pursue different kinds of new business performance, which in this study are expressed in financial terms (i.e. return on assets). The authors posit that so-called extrinsic motivation urges entrepreneurs to be more short-term oriented, while their intrinsic motivation encourages a longer-term business vision. Additionally, this paper explores how intrinsic and extrinsic entrepreneurship motivations combine and produce financial dilemmas for entrepreneurs.

The analyses are based on 300 entrepreneurs across diverse industries in Belgium. Data was collected for this study through structured interviews with entrepreneurs combined with a company questionnaire. Financial data was obtained through a government database.

Results confirm that extrinsic entrepreneurship motivation boosts new business short-term financial performance, whereas intrinsic motivation contributes to the firm’s longer-term financial returns. This paper also shows that a mix of intrinsic and extrinsic motivations directs entrepreneurs toward different profitability levels during the organization’s survival and early-establishment phase.

Research on entrepreneurship has not yet corroborated that motivations can be personally conflicting, thereby saddling the entrepreneur with dilemmas that may manifest into different levels of business performance.

In this interview, Tom McManus and Dr Harold Lazarus explore transparency as both an approach and an outcome in the management of organizations, and the relation of transparency to corporate strategy. The interview aims to offer context and perspective on transparency.

Utilizing the format of an interview, the reader is introduced to transparency in general and as a management principle.

As the global economy continues to become a reality, as large corporations continue to get bigger and more multinational, as information technology continues to advance, there is going to be a lot of stakeholder dispute around issues related to transparency in the coming years. Stakeholders such as customers, shareholders, and voters are holding management accountable. Information matters, and stakeholders have access to an unprecedented quantity and quality of information. Practical application of transparency is not simple, and many qualified and interesting people are developing the field.

Transparency is often talked about as a remedy for corruption and criminality. This interview explores a component of transparency that has not received the same attention – transparency as a principle in management.

The purpose of this study is to adopt a functional perspective to integrate and extend three streams of research, the first distinguishing between global affect and discrete emotional episodes, the second highlighting the capability of places to elicit emotions and the third demonstrating the differential impact of discrete emotions on consumer response. Doing so shows that four positive place emotions have a significant and variable influence on consumer purchase intentions for brands originating there.

A focus group pilot corroborates that places relate to contentment, enchantment, happiness and pride, which impact consumer response. Study 1 uses landscape photographs to show the four place emotions influence purchase intention for bottled water. Study 2 retests the impact of place emotions, using short vignettes and establishes the moderating role of product hedonic nature. Study 3 replicates emotion effects, corroborating their non-conscious nature and establishing their impact in the presence of place cognitions.

Together, the empirical studies provide evidence for effects of four discrete place emotions, especially with hedonic products and under conditions of cognitive load. Effects are robust when a person’s mood, buying volume, category knowledge, impulse buying tendencies and place cognitions are included as controls.

The study contributes to a better understanding of the emotional dimension of origin effects by adopting a novel, theory-based perspective on discrete positive place emotions impacting consumer response.

Managers invest substantially in places to elicit positive feelings, gravitating toward the view that all they need to do is create a global positive effect with consumers. The study informs this perspective by demonstrating how discrete emotions influence consumer response.

This study is among the first to examine discrete positive place emotions as possible drivers of consumers’ purchase intention.

The most used spatial regression models for binary-dependent variable consider a symmetric link function, such as the logistic or the probit models. When the dependent variable represents a rare event, a symmetric link function can underestimate the probability that the rare event occurs. Following Calabrese and Osmetti (2013), we suggest the quantile function of the generalized extreme value (GEV) distribution as link function in a spatial generalized linear model and we call this model the spatial GEV (SGEV) regression model. To estimate the parameters of such model, a modified version of the Gibbs sampling method of Wang and Dey (2010) is proposed. We analyze the performance of our model by Monte Carlo simulations and evaluate the prediction accuracy in empirical data on state failure.

The literature on change is characterized by an opposite, dichotomist view on the subject. Many authors describe only one or some of these characteristics and attribute a normative value to it. When discussing one of these attributes they will make a deviating classification in the way in which change arises. Although types and attributes of change are largely studied in the change literature, there is no general agreement on the attributes that can best describe the different types of change. The purpose of this chapter is to try to consolidate the vast literature on the types and attributes of change in order to find a more homogeneous set of attributes.

From an extensive literature research on change articles and books from 1970 onward, eight dimensions of change attributes were found that are able to describe the characteristics of a change in a dynamic way.

In order to overcome the dichotomist view, organizational change is approached not as a process changing a system but as a system by itself. Although the borders between the change system and the system to be changed are not always easy to perceive, this view seems to create a richer picture on change. A systems approach allows to define the attributes of change in a holistic way that captures the always paradoxical state change is in.

To derive and apply a new composite performance metric to top performing US companies in order to identify consistently excellent performers and explain their success over the last half‐century. The ten firms topping the list for this new composite performance metric represent the “best of the best” of American corporations during the fifty‐one years of Fortune magazine listings.

Data for this analysis were gleaned from the annual lists of the top 500 companies reported by Fortune from 1954 to 2005. Using Fortune's annual rankings of companies according to the four performance criteria of return on investment/equity, net profits, total assets, and revenues dimensions, the authors firstly computed, for each of these four performance dimensions, an average ranking based on a company's particular rank each year and its total number of appearances during the 51‐year period; and then, secondly, by assigning each of the four performance criteria a weight reflecting its importance, derived a composite (total) score based on a company's average ranking on all four criteria.

For a modern US based company to be successful year after year it must consistently achieve two of four performance criteria included in the composite metric. The results of the longitudinal analysis illustrate the significance of using a variety of metrics, or a composite metric, to gauge corporate performance.

The limitations of the findings are that assigning different weights to the four performance criteria would yield a somewhat different composite ranking.

This paper is the first to derive and present a composite performance metric, compiled from Fortune's annual rankings of four critical performance variables and representing an aggregated weighted ranking of American companies over a half‐century.

This focused issue (Volume 6) of Research in Competence-Based Management provides a number of research papers – both theoretical and empirical – on what we have characterized in the volume title as “new industry dynamics.” It also contains papers that might just as accurately be described as providing “new competence perspectives” on industry dynamics. In effect, this volume both applies existing competence theory to the analysis of new industry dynamics, and provides new conceptualizations for representing and analyzing industry dynamics that are now emerging in many industries and product markets. While much competence theory has been developed through analysis of micro-level phenomena in individual organizations, we expect that the papers included in this volume will help point the way to further development of competence theory relevant to the macro-levels of industry and product-market phenomena.

To review the literature and identify research gaps in the role and influence boards of directors of companies have in occupational health and safety (OHS).

This was done in a scoping review built on a structured search in MEDLINE (PubMed), EMBASE, PsycINFO, Sociological Abstracts, CCInfoWeb, EconLit, Web of Science, CINAHL and gray literature. Citations and reference lists were tracked. Inclusion criteria were publication in English. Exclusion criteria were studies covering companies using subcontractors to arrange OHS, or with <250 employees.

Forty-nine studies were included. The majority contained empirical data (n = 28; 57%), some were entirely normative (n = 16; 33%), and a few contained normative claims far beyond empirical data (n = 5; 10%). Empirical studies gave no insight into the scope of impact of board activities on OHS, and no studies assess the causal mechanisms by which board activities influence OHS outcomes. Most studies focused on both health and safety (n = 20; 41%) or only safety (n = 15; 31%). Context might explain the focus on safety rather than health, but is not clearly elucidated by the studies. Several studies are describing leadership behavior, although not framed as such. A narrative summary is presented to facilitate future research.

Future research should include: (1) which board activities influence OHS, (2) how board activities influence OHS, (3) the influence of context and (4) the leadership role of boards of directors.

This study identifies a total lack of research on the basic mechanics of the relationship between boards and OHS.