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We advance entrepreneurship research by developing a theoretical model of how founding teams form. Our neo-Carnegie model situates nascent founders in particular network-structural milieus, engaging in aspiration-driven search for and evaluation of prospective co-founders. The formation of co-founding ties between nascent founders can be divided into four theoretical steps, which we label activation, evaluation, approach, and reciprocation. Successful founding team formation is a consequence of mutually favorable evaluations by nascent founders in a multi-sided matching process. Nascent founders with higher and less flexible aspirations are more likely to undertake distant search for co-founders by seeking referrals, forming ties with strangers, and forming new ties to social foci where they might meet potential co-founders. Churn in newly formed founding teams emerges as a consequence of shifting dominant coalition dynamics in the founding team caused by organic venture evolution and intentional changes in strategic direction. Our theoretical model provides new insights on the formation pathways of founding teams, their initial task and relational resource endowments, and initial team dynamics.

When considering whether to adopt a network technology, how does uncertainty about whom a potential adopter might interact with affect their adoption choice? On the one hand, uncertainty about potential network partners might enhance adoption incentives, as increased uncertainty induces the potential for economies of scope across the potential network. On the other hand, uncertainty may reduce the expected value of any particular connection, and reduce adoption incentives. Since this is a theoretical puzzle, this chapter presents empirical evidence to help illuminate it. It presents evidence the destabilizing of a social network may increase the scope of network externalities, using data on sales of a video-calling system made to an investment bank’s employees and subsequent usage by these customers. The terrorist attacks of 2001 led potential customers in New York to start communicating with a new and less predictable set of people when their work teams were reorganized as a result of the physical displacement that resulted from the attacks. This did not happen in other comparable cities. These destabilized communication patterns were associated with potential adopters in New York being more likely to take into account a wider spectrum of the user base when deciding whether to adopt relative to those in other cities. Empirical analysis suggests that the aggregate effect of network externalities on adoption was doubled by this instability, and that for those with diffuse networks, this more than compensated for the negative baseline effects of the instability.

Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the context of talent management has significantly limited the ability of organizations to meet their talent needs. In this chapter, we begin by defining the concept of potential, calling attention to the need to separate it from performance. We also address the need to specify the target for judgments of potential (e.g., management level, specific roles), along with the identification of constructs to measure. The chapter highlights two contextual variables – gender and culture, including translations of language that describe relevant constructs – that may impact judgments of potential. This chapter concludes by summarizing what we know and by identifying a variety of future directions for research on the important construct of potential.

From the supplier firm's perspective, a referral is a recommendation from A (the referrer) to B (the potential customer) that B should, or should not, purchase from C (the supplier firm). Thus, as referrals are for a specific supplier firm, they should be viewed as part of the supplier firm's marketing and sales activities. We recognize three types of referrals – customer-to-potential customer referrals, horizontal referrals, and supplier-initiated referrals – that have critical roles in a potential customer's purchase decision. We develop the concept of referral equity to capture the net effect of all referrals for a supplier firm in the market. We argue that supplier firms should view referral equity as a resource that has financial value to the firm as it affects the firm's cash flows and profits. We offer strategies firms can use to manage referrals and build their referral equity and suggest a research agenda.

This chapter uses airline data on fares, traffic, and flight characteristics to estimate a series of fare equations for international flights. The results are used to examine the role of international competition as a determinant of fares along international flights originating or departing from the United States. Findings suggest that actual and potential competition are important determinants of international airfares. We interpret these results as indicating that pricing behavior along US–international routes is consistent with the theory of imperfect contestability.

Any country including India which has registered remarkable growth has done so by participating in the economic integration process led by global and regional trade liberalization. India has an emerging web of cooperation with East Asian countries, especially Association of South East Asian Nations (ASEAN) through the ASEAN–India dialogue process, the bilateral free trade agreement with Malaysia, Singapore, and Thailand and subregional initiatives such as the Mekong–Ganga Cooperation and the Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC; Yong 2005).

India's free trade agreements and regional trade agreements with countries in this region have not been models of success in their implementation even when there were benefits. The main idea of the formal trade negotiation was to enhance ASEAN-India partnership, specifically in the economic arena. However, India's position in ASEAN's external trade and investment flows has not yet experienced any special momentum. The two-way trade between India and ASEAN is tilted toward ASEAN with the trade gap expanding rapidly.

Thus, to understand India's trade with ASEAN, the chapter would examine India's trade prospects with the ASEAN-5 (Indonesia, Malaysia, Thailand, Philippines, and Vietnam) particularly in merchandise trade. This chapter would identify new products that India can export to the ASEAN, which will increase its share in ASEAN's market. In order to achieve this, the chapter seeks to discuss the detailed microanalysis at HS 6-digit level to capture the trade creation effects based on lower unit value items for estimating product-specific potential exports and imports to/from ASEAN.

In this chapter we provide analytical and Monte Carlo evidence that Chow and Predictive tests can be consistent against alternatives that allow structural change to occur at either end of the sample. Attention is restricted to linear regression models that may have a break in the intercept. The results are based on a novel reparameterization of the actual and potential break point locations. Standard methods parameterize both of these locations as fixed fractions of the sample size. We parameterize these locations as more general integer-valued functions. Power at the ends of the sample is evaluated by letting both locations, as a percentage of the sample size, converge to 0 or 1. We find that for a potential break point function, the tests are consistent against alternatives that converge to 0 or 1 at sufficiently slow rates and are inconsistent against alternatives that converge sufficiently quickly. Monte Carlo evidence supports the theory though large samples are sometimes needed for reasonable power.