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This paper provides a reappreciation of the second edition of Carl Menger’s Principles. It reconstructs his new theory of needs, which for Menger analytically precedes the valuation of goods. It is argued that this new theory of needs provides a possible bridge between economics and the natural sciences. It provided important conceptual tools for the interwar work of Ludwig von Mises on praxeology and Friedrich Hayek on expectations and plans. The new first chapter also contains a theory of collective needs, which is contextualized in the broader German-language debate over private and public provision of goods. It is demonstrated that Menger’s approach to collective needs, and the jointness of consumption is in tension with the later Samuelson/Musgrave conception of public goods, and compatible with the institutional theories in this field of James Buchanan and Vincent and Elinor Ostrom.

The purpose of this chapter is to introduce the concept of public business models and develop a theory for the process of developing and managing public business models.

This research synthesizes insights from various fields into a set of theoretical ideas that lay out what public business models are, to what extent they differ from commercial/industrial business models, and how they are developed and managed by public entrepreneurs.

Developing and managing a business model is an entrepreneurial task that has been missing from the public entrepreneurship literature. Public entrepreneurs perform these tasks using public and private resources, leveraging public institutional systems, and developing capabilities that differ in several dimensions from private entrepreneurs due to the nature of public goods and existence of quasi-markets where public business models are developed and used.

This chapter opens new avenues for research in public entrepreneurship by suggesting that (1) public business models form the foundation of public entrepreneurship, (2) public business models differ from commercial business models not in their functionality but rather in their scope and design, and (3) public business models co-evolve with public institutions to maintain their legitimacy and value creation potential.

This chapter equips public entrepreneurs with new insights into enterprising behaviors and the dynamism of value creation and capture in public ventures.

The current study represents the first attempt to directly incorporate the notion of business models into the public entrepreneurship literature.

Is conflict driven by environmental scarcities or an abundance of natural resources? For quite some time, this question has generated a lively academic debate. The theoretical literature and empirical evidence it offers are inconclusive. On the one hand, authors such as Homer-Dixon (1994) have emphasized the importance of resource scarcities in explaining conflict. On the other hand, scholars such as Collier and Hoeffler (1998) have tried to link conflict with a relative abundance of natural resources. We believe that the failure to provide a coherent explanation upon which rigorous predictions can be based is due to the neglect of institutions in understanding resource use. What we will try to highlight here is the importance of institutional settings to explain this apparent paradox.

By age 77 a plurality of women in wealthy Western societies are widows. Comparing older (aged 70+) married women to widows in the American Time Use Survey (ATUS) 2003–2018 and linking the data to the Current Population Survey allow inferring the short- and longer-term effects of a demographic shock – husband's death – and measuring the paths of adjustment of time use to it. Widows differ from otherwise similar married women, especially from married women with working husbands, by cutting back on home production, mainly food preparation and housework, mostly by engaging in less of it each day, not doing it less frequently. The ratio of time to money expenditures on one item – food – is higher among married older couples than among widows. Widows are alone for 2/3 of the time they had spent with their spouses, with a small increase in time with friends and relatives shortly after becoming widowed. Older French, Italian, German, and Dutch women exhibit similar differences in time use; European widows also feel less time stress than married women. Following older women in 18 European countries before and after a partner's death shows that becoming widowed reduces their feelings of time pressure.

In many sectors property rights over knowledge and information are weak as they are embodied in employees, competitors can copy or customers can pirate. Yet comprehensive studies show that firms systematically invest in these assets. We offer a simple taxonomy of strategies that firms use to cope with weak property rights.We classify these strategies in three groups: (i) Some firms threaten offenders with strong competition. (ii) Other firms exploit complementarities and offer potential offenders a better deal than they can get elsewhere. (iii) And yet other firms exploit weak property rights and make profits on complementary assets or products that they can own.We go beyond taxonomy by showing when a particular strategy works. It depends systematically on the characteristics of both the asset and the investing firm.

Recently, 181 CEOs of notable corporations signed a joint statement at the Business Roundtable (2019) on the “Purpose of a Corporation” – declaring its aim as the creation of benefits for “all stakeholders.” This will likely accelerate the circular economy transition process. Harmonizing the interests of various stakeholders is essential for managing successful organizations and supply chains, which is similar to the first principle of using natural ecosystem thinking. According to that principle, it is essential to strike a balance between the producers, consumers, scavengers, and decomposers. We draw on stakeholder theory to identify various challenges and risks that restrict businesses from building sustainable circular systems. We turn our attention toward increasing the numbers of “scavengers” and “decomposers” in the system for attaining sustainable growth. Our emphasis is on (1) empowering organizational life cycle stages, (2) designing for “decomposability” and “scavengers,” and (3) suggesting the use of advanced optimization models for harmonizing stakeholder relationships.

In this chapter, governance in organizations is seen primarily as the governance of motivation of employees. It is argued that motivation is steered by cognitive frames (goal driven definitions of the situation), so that governance in organizations should focus mainly on the establishment and maintenance of frames. The chapter discusses how this may be done and how this cognitive approach to governance can be seen as an integration of transaction cost economics and the organizational behavior approach.