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Increasingly, companies are using alliances and joint ventures to pursue entrepreneurial opportunities. These collaborations are voluntary arrangements between two or more firms that exchange, share, bundle, and create resources in pursuit of entrepreneurial opportunities. This paper proposes that the innovativeness and risk characteristics of these entrepreneurial collaborations significantly influence the outcomes that partner firms realize. Furthermore, interfirm trust works to moderate the effects of these characteristics and allows partners to effectively manage these arrangements. Using data from a sample of alliances and joint ventures engaged in new product development in the telecommunications, medical, and electronics industries, we empirically test the effects of these characteristics on partner satisfaction and partnership success.

Entrepreneurship-related research in management and organizational journals has experienced rapid growth, particularly in the last several years. The purpose of this study is to identify the researchers and universities that have had the greatest influence on entrepreneurship research since the turn of the century. Using a systematic and comprehensive study identification protocol, the authors delve into the individual and institutional actors contributing to scholarship in entrepreneurial studies for the period from 2000 to 2015. Examination of top-tier management and organizational journals revealed that a total of 371 entrepreneurship-related articles were published during this period by 618 authors from 303 different institutions. Rankings for the most prolific individuals as well as institutions, adjusted and unadjusted for journal quality, are presented. The article concludes with a discussion of the limitations and implications of the research undertaken here.

The purpose of this article is to introduce and discuss the “Entrepreneurial Health Audit”. This organizational tool is used to assess a firm's entrepreneurial intensity, diagnose organizational characteristics low in entrepreneurial intensity, and to create an understanding of the processes needed to foster a corporate entrepreneurship strategy as a means of improving organizational performance. This article is part two or a two‐part series.

Based on the existing literature, case studies, and the authors' own research and experiences with a diverse mix of companies, the paper develops a three‐stage “Entrepreneurial Health Audit.” Top‐level managers can use this tool to determine their firm's ability to act entrepreneurially at a point in time.

The paper describes how managers assess and improve their firm's entrepreneurial health. In the first stage, the “Entrepreneurial Intensity” instrument is used to measure the degree and frequency of entrepreneurship occurring within the firm. In the second stage, the “Corporate Entrepreneurship Climate Instrument” is used to identify why the firm has developed its current level of entrepreneurial intensity. Finally, the third stage of the “Entrepreneurial Health Audit” fosters commitment to a work environment supporting entrepreneurial behavior, thereby enhancing the degree and frequency of corporate entrepreneurship within the firm.

The paper raises a number of questions regarding how organizations stimulate entrepreneurial behavior and undertake organizational changes to facilitate these actions. It provides a tool top‐level managers can use across time continuously to increase their firm's ability to be entrepreneurial.

The paper demonstrates to managers how to approach the concept of entrepreneurship within an established organization, including how to diagnose characteristics constraining the firm's entrepreneurial potential and how to build commitment encouraging entrepreneurial behaviors.

The paper fills an existing void between researchers and practitioners in terms of how firms can take steps to transform their current entrepreneurial potential into the “ideal” characteristics studied in entrepreneurship research. It offers a unique organizational tool to use to assess an individual firm's potential to be entrepreneurial.

Identifies issues to consider when designing a corporate entrepreneurship strategy, discuss the triggers of corporate entrepreneurship, and describe an internal work environment that supports corporate entrepreneurship.

Based on the extant literature, case studies, and the authors' experiences with a diverse mix of companies, the nature and importance of a corporate entrepreneurship strategy is described, together with insights into the internal and external factors that facilitate corporate entrepreneurship and a strategy used to support it.

The ability to foster high levels of entrepreneurial intensity and formulate effective corporate entrepreneurship strategy is associated with key elements of the organizational climate. Four major climate variables are assessed. Conclusions are drawn regarding the value an entrepreneurial mindset creates when used in established firms.

Raises a number of questions regarding the role of strategic versus non‐strategic approaches to encouraging entrepreneurship and innovation in larger, established companies, as well as the relative importance of differing triggering events and various climate variables in influencing a successful corporate entrepreneurship strategy.

Demonstrates to managers how to strategically approach the concept of entrepreneurship within a larger organization, including how to design an internal work environment that is conducive to encouraging employees to act on their innate entrepreneurial potential.

Fulfills a missing gap in terms of how established firms can make entrepreneurship a core element of their approaches to strategic management and offers practical insights into some of the more vital factors that contribute to sustainable levels of entrepreneurship in established firms.

This paper proposes a methodology for governing expatriate assignments in the context of corporate‐level objectives.

The approach taken is to envisage expatriate managerial assignments within the theoretical framework of agency theory and the knowledge‐based view of the firm. The paper begins with the view that knowledge acquisition and integration is a primary goal for most expatriate assignments. The relationship between expatriate managers and multinational corporation (MNC) headquarters from an agency perspective are considered and the notion of a “knowledge contract” as a means of governing that relationship is discussed. Four corporate‐level international strategies available to MNCs (global, international, transnational, and multidomestic) are then examined and the extent of agency problems under each strategy is discussed.

The paper makes specific predictions about the type of knowledge contract that is most likely to address agency problems for each corporate strategy.

This research extends agency theory by introducing the knowledge contract as a means of managing agency concerns. This offers a broader range of contract alternatives, moving researchers beyond traditional agency theoretic prescriptions. The research also contributes to the literature on expatriate management by integrating assignment success with research on corporate‐level international strategy. Few authors have recognized organizational strategy as an important unit of study in international human resource management. Doing so, however, has yielded a unique set of contingency relationships that would otherwise be obscured.

To describe a model of interpersonal competencies for surviving and thriving in today's new, leaner organization. Our work is based on interviews and surveys of individuals who have been chosen to staff resized organizations and the managers who have made those selections.

Over the last 15 years, the authors found that clients in the organizations with which they consulted were often struggling with understanding what interpersonal competencies the new leaner, horizontally‐structured organizations required of their employees. Several formats were used to gather answers to those questions. First, information first surfaced informally. Then, intrigued by what individuals in these informal sessions were relating, the authors sent open‐ended written surveys to other clients as well as to participants in work‐conferences and training sessions. In these written surveys two major questions were posed: “What are the characteristics, skills and competencies of the employees who have survived re‐sizing in your organization?” and “How will the employee's role in the organization change due to new structures: leaner, more horizontally structured, more cross‐functional and team based?” Content analyses of the responses allowed us to develop what appears to be a blueprint for individual success inside the new organization.

A model for survival and success inside the new organization was constructed based on the survey data collected. In addition, the recent literature in the areas of organizational and business re‐design, and the writings of the most well‐respected business writers was searched to validate the model and to provide a context through which it could be understood and successfully applied. Two complementary core values – personal initiative and the capacity for collaboration – were found to be essential for organizational survival. Similarly, four additional skillsets – mental agility, personal visibility, team facilitation and boundary spanning – were determined to lay the groundwork for success inside the new organization.

Although broadly based from Fortune 500 companies to small entrepreneurial start‐ups, the individuals completing the surveys were exclusively clients of the authors. The roughly 250 surveys that were content‐analyzed comprised roughly 40 percent of the total survey base. Surveying a larger respondent population and analyzing the responses by organization size or type would help to refine the model.

The organizational survivor model provides a clear and dynamic blueprint for all people wanting to sharpen the skills necessary to survive in today's business world. Individuals wanting to make themselves indispensable to their employers as well as people desiring to put themselves on track for success in their next job. In addition, the findings will also prove invaluable to human resources and training departments in search of a teachable model for creating interpersonal excellence.

This paper fulfills a need for a sound, data‐based, real‐world grounded guide for individual success inside the new organization. Self‐assessments, practical suggestions and recommendations assist readers in increasing their personal impact and value and making themselves indispensable in their organizations.

The previous decade has been characterized by emerging market firms expanding into international markets. This trend has led to scholars in the IB arena to grapple with the new phenomenon of emerging multinational enterprises (EMNEs), specifically the relationship between internationalization and performance of the EMNEs. This paper seeks to add to the literature by capturing the impact of firm resources on the internationalization‐performance relationship. Empirical analysis on a sample of 787 Indian manufacturing firms indicates that there is a non‐linear relationship between internationalization and performance. Findings also indicate that a firm’s capabilities in cost efficiency and marketing have a moderating impact on this relationship.

The availability of online databases provides corporate executives with a valuable set of resources for the development of marketing strategies and tactics. This paper provides an example of how an online “mailing file” can be used to guide a company's efforts to identify new business prospects. As a result, this paper demonstrates how the management of Internet databases, if used properly, can enhance a company's competitive position.

This study examined the relationship between 130 firm's business investment strategy and their firm performance, as measured by return on investment (ROI) and earnngs per share (EPS). ROI was used as the accounting performance measure and EPS was used as the market‐based performance measure. Results indicate that the accounting performance measure (ROI) may be more appropriate for firms pursuing share‐increasing and turnaround business investment strategies. Whereas both accounting (ROI) and market‐based (EPS) measures may be more appropriate for firms pursuing less risky profit‐oriented business investment strategies.