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The federal budgeting process is wrought with conflict that makes it nearly impossible for the budget to be passed on time, or so it seems. One aspect overlooked is the effects of statutory Pay-As-You-Go (PAYGO) rules. The cursory evidence indicates PAYGO may be beneficial under certain circumstances. The analysis relies on an Autoregressive-Moving-Average (ARMA) time series model with data from appropriations bills signed into law from fiscal years 1994 to 2014. The findings indicate mixed effects for PAYGO statutes with a shorter budgeting timeline under the Budget Enforcement Act of 1990, but a longer timeline under the Statutory PAYGO Act of 2010. Additional findings suggest substantive relationships between the length of the budgeting process and party polarization, presidential leadership, and the economy.

When eating abroad, and conducting those operations necessary and incidental to the intake and mastication, and, one may hope, to the pleasurable enjoyment of such flesh, fish, fowl or other nutriment needed to sustain our strength, maintain our bodily vigour, or to pander to our base appetites, so difficult to resist, it is quite customary, and indeed, unfortunately often unavoidable, to perform these alimentary exercises to the accompaniment of some form of music, usually not too good of its kind, and often even worse than that. The connections between food (and drink) and music are many and various, continually appearing in history and in our literature; “ music … the food of love,” and again, “ There's sure no passion in the human soul but finds its food in music.”

Discussion of the case will enable students to:

• explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

• analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

• devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

• explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

• describe models of corporate entrepreneurship.

explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

describe models of corporate entrepreneurship.

Mexicali is a border city in the state of Baja California, Mexico. It was in the month of May 2022. The President of Prodensa Consulting Services (PCS), Marco Kuljacha (Marco), was sitting in his office thinking about a way forward to create an intrapreneurial culture by identifying more “Marcos or Marcias” among his current PCS employees. As he contemplates the future of the company, he is hoping to identify individuals within the organization who exhibit an entrepreneurial mindset through generating and leading new business initiatives for PCS. He desires to support people who have the potential to emerge as future leaders within the organization. He is striving to identify those individuals who want to proactively develop their career trajectories in ways similar to Marco’s earlier professional experiences. After starting with Grupo Prodensa in 2006 as a Junior Project Manager, Marco, by pursuing an intrapreneurial path, worked his way up to become President of the PCS in 2022. According to Marco, such individuals should exhibit the willingness to foster opportunities for new business ventures for PCS and possess traits such as innovation, proactivity, risk-taking, accountability and networking.

With an eye toward the need for continuous innovation and change, Marco was thinking about ways to identify and develop entrepreneurially minded individuals among his employees working at PCS. Corporate entrepreneurship was of great importance for him and the future of the company. The case provides an opportunity for students to step into the shoes of Marco and find an appropriate intrapreneurship model to implement the intrapreneurship culture. In doing so, students should take into consideration the data regarding the existing corporate entrepreneurship processes and teams at Grupo Prodensa that helped it to innovate and make assumptions to analyze the feasibility of implementing intrapreneurship culture by finding more Marco or Marcia.

This case can be used as an introductory case in a postgraduate class on corporate entrepreneurship, as it delineates the challenges faced by Marco in finding an appropriate intrapreneurship model and finding in PCS more Marco or Marcia has qualities such as innovator, proactive, risk-taker, accountability, networking, for implementing corporate entrepreneurship culture in PCS. The case can also be used in a corporate entrepreneurship course and an innovation management course. The case allows students to learn about the model of corporate entrepreneurship; strengths, opportunities, aspirations and results analysis; pros and cons analysis; and challenges faced by the company during the implementation of corporate entrepreneurship. Thus, the case can be used for covering multiple perspectives related to measuring the internal environment or managers’ perception of the five dimensions critical to implementing corporate entrepreneurship (e.g. the application of the Corporate Entrepreneurship Assessment Instrument), and is ideal for teaching the different corporate entrepreneurship models.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The Westminster Parliament is multifaceted, lacks cohesion and collective direction, appearing at times to challenge the very notion of a structured public institution itself. Within an environment with little collective identity, understanding who leads in the UK Parliament is challenging; there are multiple, contestable sites of leadership and governance. The purpose of this article is to explore the understudied concept of legislative leadership, to better understand what goes on inside the legislature. The author presents a decentred and nuanced disaggregation of “leadership as practice” in parliament, examining three faces of legislative leadership.

Interpretive approaches to studying legislatures have presented new impetus to research in this area and the author utilises such anti-foundationalism. The article draws on ethnographic research into “everyday practices”, conducted during an academic fellowship in the UK Parliament from 2016 to 2019, which involved privileged access to the parliamentary estate. The data used include observations, shadowing and elite interviews collected during the fellowship.

By looking at the legislature from the inside, the author can better understand elite behaviour. This helps to explain motives, daily pressures and performative skills deployed in displays of autonomous, decentred leadership. The legislative leadership the author observed was atomised and could be stretched to accommodate the incumbent office holder. There were multiple relationships both formally constituted and informally constructed, but little collaborative or consensus leadership.

This article fulfils an identified need to study leadership in legislatures – and in particular key elites – from the inside.

This paper aims to offer a long-term systematic picture of the evolution of manufacturing offshoring (in terms of intensity, geography and drivers) highlighting the changes in the surrounding context and the resulting transitions points (“points in time”) that have shaped its development path.

Three statistical tools were adopted on a dataset of 644 cases. First, the authors resorted to multiple structural change tests to identify the transition points. Second, the authors explored offshoring geography by conducting a network analysis. Finally, the authors adopted gravity models to shed light on offshoring drivers.

Results highlight three offshoring phases: expansion (2002–2006), reconsideration (2007–2009) and rationalization (2010 onwards). During the first phase, characterized by economic growth, firms were mainly interested in economic savings; offshoring to low-cost countries was the prevailing location strategy. Subsequently, during the economic crisis, the number of cases declined and the main drivers became market-based factors together with the research for cost savings. Finally, in the third phase, when the economy was still stagnating and new manufacturing technologies appeared, the number of offshoring cases has further decreased, and technological- and market-based factors have become the main location drivers.

The study is the first to adopt a systematic, empirical and quantitative approach to analyze the evolution of the manufacturing offshoring considering both the phenomenon itself and the triggering changes in the surrounding context. In doing this, the authors also tested the importance of considering the point in time in offshoring strategies.