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How do organizations respond to negative feedback regarding their innovation activities? In this chapter, the authors reconcile contradictory predictions stemming from behavioral learning and from the escalation of commitment (EoC) perspectives regarding persistence under negative performance feedback. The authors core argument suggests that the seemingly contradictory psychological processes indicated by these two perspectives occur simultaneously in decision makers but that the design of organizational roles and reward systems affects their prevalence in decision-making tasks. Specifically, the authors argue that for decision makers responsible for an individual project, responses given to negative performance feedback regarding a project are dominated by self-justification and loss-avoidance mechanisms predicted by the EoC literature, while for decision makers responsible for a portfolio of projects, responses to negative performance regarding a project are dominated by an under-sampling of poorly performing alternatives that behavioral learning theory predicts. In addition to assigning decision-making authority to different organizational roles, organizational designers shape the strength of these mechanisms through the design of reward systems and specifically by setting more or less ambiguous goals, aspiration levels, time horizons of incentives provided, and levels of failure tolerance.

This chapter aims at providing an understanding of the research and devlopment (R&D) process in the pharmaceutical industry, by exploring the methodological challenges and approaches in the assessment of the determinants of innovation in the pharmaceutical industry. It (i) discusses possible methodological approaches to model occurrence of events; (ii) describes in detail competing risks duration models as the best methodological option in light of the nature of pharmaceutical R&D processes and data; (iii) concludes with an estimation strategy and overview of potential covariates that have been found to correlate with the likelihood of failure of R&D pharmaceutical projects.

A corporate entrepreneurship (CE) strategy implies that a firm’s strategic intent is to continuously leverage entrepreneurial opportunities for growth- and advantage-seeking purposes. CE has gained greater research attention with a focus on the factors that influence an organization’s willingness to initiate and sustain a CE strategy. In the current disruptive age, firms acknowledge the importance of CE (also referred to as corporate innovation) as the critical element for sustained competitive advantage in the global economy. Yet, so many organizations struggle with the actual implementation of an innovative strategy. There are key challenges that must be addressed by today’s corporate entrepreneurial leaders in this age of disruptive innovation. These include framing the innovation, developing the internal architecture, coordinating the managerial levels, integrating design thinking, recognizing the grief associated with project failure, and demanding ethical standards. As research on corporate innovative activity has evolved, numerous researchers have acknowledged the importance of these leadership activities to enhance the effectiveness of corporate entrepreneurial activity. In this chapter, the authors discuss these critical elements confronting corporate entrepreneurial leaders.

This study examines how narratives and legitimacy formation affect crowdfunding capital assembly from distributed, heterogeneous investors.

The study explores a dataset of 80,181 projects from Kickstarter, a rewards-based crowdfunding platform, between 2009 and 2013. We explore the link between project-related variables, legitimacy formation and outcomes.

Entrepreneurs design narratives and create project legitimacy by exploiting crowdfunding platform-specific features. First, lower funding targets and shorter campaign durations confer positive project legitimacy. Second, entrepreneurs exploit reward-levels as narrative tools that encourage funders to engage with the project. Third, visual pitches transmit a broader sociocultural narrative, leveraging emotional rather than financial reasoning. We also note certain gender effects.

Crowdfunding platforms allow entrepreneurs to pitch business ideas to a broad online audience. We show that project legitimacy, including both structural and narrative elements, is linked to crowdfunding outcomes. In particular, legitimacy is co-created through the generation of a persuasive narrative linking the entrepreneur and investor cohort.

Entrepreneurs use crowdfunding platforms to generate a coherent narrative around unfamiliar business models. Generic platform tools may be set and manipulated in online crowdfunding pitches to support project legitimacy. Ultimately, these are less important than establishing an affinity-based narrative that engages and exploits investor participation. Successful crowdfunding pitches co-author the project story with investors.

Crowdfunding has been traditionally understood as simply an online-mediated venture resource assembly tool. A narrative framework highlights the critical role of legitimacy formation in a disintermediated investment system.

Project management has become the hip new trend in librarianship, appearing more and more in job listings, position descriptions, and professional development offerings. How did project management become the latest buzzword, and what does it have to offer our profession?

The answers to these can be explored through a look at the evolution of project management from the concept of Scientific Management to the certifiable skill set it is today, and how that evolution connects with librarianship’s own changes over time. This examination is done through a literature and historical analysis.

A deeper look at the basic concepts behind project management in light of this historical and practical connection with librarianship demonstrates how project management not only can be a useful skill for library workers to embrace today, but will also illuminate how our service-oriented structure may not mesh well with a concept rooted in business and computing. However, libraries that take a systems approach to implementing project management may see that they are better able to find success.

This study is largely theoretical and based on literature and historical analysis rather than practical implementation and testing. However, it does offer us a different way of looking at a trendy concept, one which helps ground the concept in theory and practice in a way that is seldom done. It also provides examples of tools to help libraries implement project management with a systems approach, which has not been addressed much in library literature.

This chapter compares and contrasts the diverse theoretical foundations of two paradigms in strategic project management. The first, older paradigm, draws on foundational ideas about nature (i.e., it is predictable) and human rationality (strategy and implementation are distinct) to conceptualize project management in terms of controlling predictable project processes and their inherent risks, so that project managers can optimize the trade-offs between timing, cost and quality. The second practice-based alternative paradigm conceptualizes people as sources of deterministic behavior in an otherwise often unpredictable world. Projects are key tools that are used to strategically create this predictable behavior, with project plans being used as scaffolding to help co-ordinate the distributed behavior of systemically connected people in space and time as the project proceeds. The chapter highlights how this second paradigm has a more robust scientific basis, shows how it informed the development of the Heathrow T5 project, and draws implications of for future theory and practice.

The goal of this chapter is to respond to the theoretical inquiries by scholars who are interested in how the public–private partnership (PPP) models adapt to China’s context where political power dictates economic strategies. We also want to provide suggestions to policy designers who aim to promote a sustainable investment environment for domestic and international investors. We review the literature that explains the upside and downside of PPP projects in contemporary China. (1) We classify the trajectory of PPP evolution into four phases, i.e., emergence, growth, recession and revival. (2) We note that private companies take a disadvantageous position in the partnership compared with governments and state-owned enterprises because of a lack of specialized legislation, unequal competition between private companies and state-owned enterprises and the opposition from the civic society. (3) We identify political risks as the most influential risks. Political risks also lead to the misallocation of other risks between public and private parties that contributes to the high failure rate of China’s PPP projects. Based on these findings, we recommend governments to draft specialized legislation, stabilize the political environment and provide favourable subsidies to local governments to limit the risks involved in PPP projects. We also advise private enterprises and state-owned enterprises to focus on negotiating over task and risk division with governments when they make decisions to participate in PPP projects. This full review of studies on PPP development in China provides reliable recommendations to scholars, governments and enterprises.

This chapter discusses the application of fuzzy cognitive map (FCM) modelling to construction management (CM) challenges and problems. It focuses on the critical issue of managing the complexity and uncertainty inherent in CM by providing a new intelligent layer that enhances classical approaches to construction modelling and management. It investigates how the myriad types of internal and external factors affecting the feasibility and performance of construction projects can be modelled using a fuzzy hybrid method that explores the complex relationships among many contributing factors and assesses and evaluates their impacts on past and future projects. This chapter proposes a hybrid modelling approach in the traditional context of cost, schedule and risk management and describes how augmenting and enhancing existing state-of-the-art tools and processes in CM can assist construction managers. This chapter provides a background on the theory of FCMs, presents foundational and current research, and explains how to apply this approach in the CM domain. This chapter also provides a detailed description of how to develop, modify and employ interactive models to specific CM challenges and problems. It includes a customisable, interactive base model and demonstrates how the model has been applied to specific CM events and issues. Examples are presented that highlight the interplay between project-specific goals and characteristics and the way these impact the interrelated and often opposing triad of cost, schedule and risk. The presented examples and practical applications make this state-of-the-art approach useful to both academic and industry practitioners.

This book chapter reflectively explores the challenges of studying provocation, satire, bad taste and offence in stand-up comedy. The author’s sociological lens on the topic is situated within the broader field of humour studies, which is a relatively small yet creative and innovative field within the human, cultural and social sciences. This lost ethnographic project contains shelved and dormant interview data with a number of stand-up comedians, including the controversial and emotive late Bernard Manning and an early career Steve Coogan. The project also explores the author’s autoethnographic journey into rant poetry, as both a hobbyist and, on further reflection, a way of keeping the project informally but theoretically alive. The issues of censorship, political correctness and informed consent are key ones in the author’s confessional type analysis. Finally, the value and richness of loss, failure and resilience as marginalised yet significant and unacknowledged learning resources in our academic adventures are frankly discussed. The call here is for more lost ethnographic projects to be recognised and appreciated in academia.