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Entrepreneurship is recognized by many as a solution to environmental and social challenges of today’s society. However, it has also been criticized since it may maintain the capitalistic demands of growth and efficiency in an unsustainable way. In this chapter, we challenge the current conception of entrepreneurship that aims for societal change by tracing what, how, where, and with whom such entrepreneurship is performed. Furthermore, we take inspiration from the idea of diverse economy by Gibson-Graham and introduce the concept of alternative entrepreneurship to explore how it takes shape, changes its contours, and both challenges and propels contemporary capitalism. In this chapter, we present three ethnographic cases of the unfolding of diverse entrepreneurial activities: (1) the case of Oria, who contributes to social justice through fair trade; (2) the case of artisan food producers who contribute to biological diversity and a rural livelihood; and (3) the case of the DiE project/NEEM NGO, which contributes to social inclusion through entrepreneurial empowerment and the development of a microcredit program. We find that the alternative entrepreneurs are not constrained by organizational forms or by a limited number of economic and non-economic activities that target societal challenges. The alternative entrepreneurs move between different organizational forms such as non-profit and for profit, as well as, undertaking business and voluntary practices to achieve societal change. Finally, we conclude that the ethnographic tracing of alternative entrepreneurship allows previously unsighted activities to become more visible and brings attention to possibilities of creatively destroying overly narrow conceptions of entrepreneurship.

This paper defines and explores the concept of intelligent spirituality. It is a deeply-grounded, emotionally-inspiring, spirituality that is human-centered, pragmatic, and intelligent. While the name is new, the idea itself has a well-respected pedigree. The American pragmatist philosopher, educator, and activist, John Dewey, more than anyone else, defined the parameters of intelligent spirituality, demonstrated its usefulness in the modern world, and, perhaps most importantly, exemplified it as a living option in his daily activities.

For those interested in the contemporary “spirituality movement” – advocates, critics, or spectators – and especially how it affects today’s business organizations, the idea of intelligent spirituality, as discussed here, provides a useful set of precise criteria to evaluate some of the many changes which are occurring in corporate America and are defended under the banner of spirituality in business. Can one distinguish, for example, between legitimate and illegitimate spirituality? Are some forms of spirituality more useful than others? To what extent can spirituality play a positive role in contemporary business? Is spirituality necessarily related to coerciveness and intolerance in business? This paper explores the assumptions of intelligent spirituality and attempts to answer these questions.

To identify, conceptualize, and analyze a newly emerging form of consumer-initiated, brand-altering activity that we term “brand remixing.”

A content analysis of 92 remixes of the Nokia Lumia 820 smartphone case.

We find that nearly 40% of the remixed versions of Nokia’s case retained at least one element of its standard template. The remixed cases contained considerable congruency with the design elements in the standard template, a high degree of personalization, and no negative brand imagery.

Our research is the one of the first examinations of the role of 3D printing upon marketing activities. It has important implications for marketing scholarship by showing that 3D printing empowers consumers to physically alter the brands they consume. Our research also suggests that practitioners interested in using this technology to develop and enhance their brands should accept the notion that firms are no longer fully in control of their brand assets. Hence, we believe that brand managers should develop co-creation platforms that allow customers to easily modify, remix, and share various aspects of their brands with their peers.

We identify and label an important emerging branding practice (i.e., brand remixing). This practice has the potential to dramatically alter the branding landscape.

There are two main dimensions in which the performance of a production unit can be assessed. The first is the dimension of time. The basic question here is: how is this or that production unit doing over time? Assessing a unit's performance over time is called monitoring. The second dimension is characterized by the question: how is this or that production unit doing relative to other, similar units? To answer this question one needs to specify the reference set of units and one needs sufficient information on each of the members of this set. This activity is usually called benchmarking. A combination of the two dimensions in the setting of a panel is also possible.

There is no argument among serious researchers that a mongoloid stock first colonized the New World from Asia. Nor is there controversy about the fact that these continental pioneers used the Bering Land Bridge that then connected the Asian Far East with Alaska.– Gerald F. Shields, et al.American Journal of Genetics (1992)