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1 – 10 of 40Vivianna Fang He and Gregor Krähenmann
The pursuit of entrepreneurial opportunities is not always successful. On the one hand, entrepreneurial failure offers an invaluable opportunity for entrepreneurs to learn about…
Abstract
The pursuit of entrepreneurial opportunities is not always successful. On the one hand, entrepreneurial failure offers an invaluable opportunity for entrepreneurs to learn about their ventures and themselves. On the other hand, entrepreneurial failure is associated with substantial financial, psychological, and social costs. When entrepreneurs fail to learn from failure, the potential value of this experience is not fully utilized and these costs will have been incurred in vain. In this chapter, the authors investigate how the stigma of failure exacerbates the various costs of failure, thereby making learning from failure much more difficult. The authors combine an analysis of interviews of 20 entrepreneurs (who had, at the time of interview, experienced failure) with an examination of archival data reflecting the legal and cultural environment around their ventures. The authors find that stigma worsens the entrepreneurs’ experience of failure, hinders their transformation of failure experience, and eventually prevents them from utilizing the lessons learnt from failure in their future entrepreneurial activities. The authors discuss the implications of the findings for the entrepreneurship research and economic policies.
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Clive Smallman, Kevin Moore, Jude Wilson and David Simmons
We report field research undertaken in five sites in New Zealand in which we explored the process of tourists’ in-destination decision-making. We then critique our experiences of…
Abstract
We report field research undertaken in five sites in New Zealand in which we explored the process of tourists’ in-destination decision-making. We then critique our experiences of conducting this project.
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Kevin W. Caves and Hal J. Singer
In antitrust class-action litigation, courts are increasingly unlikely to accept the presumption that all class members were harmed by price-fixing among a group of firms or by…
Abstract
In antitrust class-action litigation, courts are increasingly unlikely to accept the presumption that all class members were harmed by price-fixing among a group of firms or by exclusionary behavior by a single firm. Econometric methods typically applied in antitrust and other settings estimate the average effect of the challenged conduct, but do not inform impact for individual class members. We present classwide econometric methods and statistical tests for detecting the existence (or lack thereof) of common impact and determining what proportion (if any) of the proposed class suffered injury in many class actions. We conclude that econometric tools can meaningfully inform the legal process, even when courts demand proof of common impact.
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The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to…
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The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.
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Dirty work involves contacting “polluting” substances; engaging in unpleasant tasks; and dealing with disvalued people, beings, or other objects. As Hughes (1984) observes:(E)very…
Abstract
Dirty work involves contacting “polluting” substances; engaging in unpleasant tasks; and dealing with disvalued people, beings, or other objects. As Hughes (1984) observes:(E)very occupation is not one but several activities; some of them are the “dirty work” of the trade. It may be dirty in one of several ways. It may be simply physically disgusting. It may be a symbol of degradation, something that wounds one's dignity….(I)t may be dirty work in that it in some way goes counter to the more heroic of our moral conceptions. Dirty work of some kind is found in all occupations. (p. 343)
Maria Amoamo is a post-doctoral fellow in Te Tumu, the School of Māori Pacific and Indigenous Studies at University of Otago in New Zealand. Maria's research interests include the…
Abstract
Maria Amoamo is a post-doctoral fellow in Te Tumu, the School of Māori Pacific and Indigenous Studies at University of Otago in New Zealand. Maria's research interests include the representation of indigenous, cultural and heritage tourism. Her PhD thesis examined the issue of identity in relation to Māori regional tourism within a post-colonial framework. She is currently examining the economic value of identity in relation to determining ‘what is the profile of Māori tourism in Dunedin?’ Maria is also examining the issue of social vulnerability and resilience of Pacific Island communities in relation to tourism.
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This is a paper about the soft and hard drivers for English sub-national governance. It posits that the recurrence of claims for inter-urban linkages across the two distinct…
Abstract
Purpose
This is a paper about the soft and hard drivers for English sub-national governance. It posits that the recurrence of claims for inter-urban linkages across the two distinct conurbations of the North-West of England have been bedevilled by entrenched differences in the leadership cultures of the city-regions.
Design/methodology/approach
It contrasts the highly localised forms of ‘soft power’ – or the ways in which leaders mobilise brands, plans and strategies to tell stories about place – arguing that there is a considerable divergence between the way that this symbolic capital has been deployed within and across the two city-regions. Whilst this is striking it is still true that ‘Hard powers’ – fiscal, legislative or regulatory mechanisms – are elusive for both Manchester and Liverpool notwithstanding recent moves towards combined authorities for both places. The only model of English urban governance with statutory powers covering transport, economic development and planning is located in Greater London, a legacy of the post-RDA institutional landscape in England.
Findings
This paper argues that it would be extraordinary if forms of leadership capable of meaningfully connecting the two cities cannot be found but that this must be seen within a sclerotic English context where there is a huge disconnect between desirable form and functions of urban governance, and the effect this has on regional economic performance. It concludes that local government austerity has had a negative effect on the sort of ‘soft power innovations’ necessary in both cities and that rhetorics of English localism have provided neither a propitious context for inter- nor intra-urban governance innovation.
Value/originality
This paper seeks to describe some of the ways in which collaborations within the city-regions of Manchester and Liverpool have been achieved, making the case that there have been divergent governance experiments which may hamper the aspiration for extensions beyond their border and for intra-urban leadership and governance which combines the two great cities and their areas of influence.
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