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Privatization is a popular strategy for restructuring the national economies of advanced and advancing countries. This strategy centers on promoting the forces of the free market system by transforming state‐owned enterprises into private companies and changing their ownership and management systems. These changes can alter organizational cultures and promote risk‐taking, innovation and entrepreneurship. This article examines the contributions of privatization to entrepreneurship in new ventures and established companies, outlines factors that can limit entreprenurial gains from national privatization programs, and discusses the implications of entrepreneurial changes that occur following privatization for global competitiveness.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb024737. When citing the article, please cite: Michael S. LaTour, Shaker A. Zahra, (1988), “FEAR APPEALS AS ADVERTISING STRATEGY: SHOULD THEY BE USED?”, Journal of Services Marketing, Vol. 2 Iss: 4, pp. 5 - 14.

The 1990s promise to be a decade of worldwide acceptance of the notion of entrepreneurship as the engine of economic and social change. This essay identifies four, myths about the efficacy of entrepreneurship. In addition, it suggests ways to transform the ideals of entrepreneurship into concrete action plans that ensure national growth and productivity.

Research on corporate entrepreneurship (CE) has grown rapidly over the past decade (for reviews, see Dess et al., 2003). This interest in CE stems from rising international competition, requiring companies to learn new skills and develop new competencies (Eisemhardt & Santos, 2003). These competencies enable companies to compete in new market arenas both at home and internationally, creating value for shareholders (McGrath, MacMillan & Venkataraman, 1995). With more and more companies focusing on international expansion, recent research on CE has focused on examining international issues. Though most past research is comparative in nature, some has investigated companies’ international expansion as a forum within which CE activities unfold (Zahra & Garvis, 2000).

New ventures contribute to the competitiveness of the United States in global markets, creating jobs and wealth. Understandably, public policy makers and researchers alike have shown an interest in understanding the factors that spur these ventures’ growth, which is also an important research issue in the field of entrepreneurship. Researchers have highlighted the role of owners’ needs and aspirations and industry conditions as determinants of new ventures’ growth. This study proposes that new ventures’ resource endowments influence their growth in domestic and international markets. Using the resource-based view (RBV) of the firm, the study examines the effect of select technological resources on the domestic and international sales growth of 419 new ventures. Start-ups (5 years or younger) benefit from using a different set of technological resources in achieving growth than those of adolescent firms (6–8 years old). These differences persist in low vs. high technology industries, reflecting the maturation of these ventures.

As the new mellinum approaches, discussions of the nature and emerging rules of global competitiveness assume greater importance. These discussions are gaining more political currency because competitiveness, however measured, centers on human development, growth and improved quality of life. For a society, improved competitiveness translates into new jobs and better living conditions. For a company, competitiveness means the creation of new growth options that create value for shareholders. Wealth creation is the engine of economic growth and a mainspring of innovation.

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.

The purpose of this paper is to examine empirically the interaction between entrepreneurial orientation (EO) and market orientation and its effect on performance in both high and low technology industries.

The paper proposes that being entrepreneurial and market‐driven stem from two distinct organizational capabilities that interact to influence subsequent firm performance.

Data from 457 manufacturing firms show that the interaction effect is significant only in high technology industries.

The results encourage future research on the nexus of opportunity recognition and entrepreneurial behavior in established firms embedded in organizational routines.

The paper shows that managers in high technology industries would benefit from developing capabilities and implementing systems that augment their firms' market orientation. Market orientation provides an important means to harness the firm's EO, an important means of achieving growth and profitability.

Review of various models of the fear communication process and research on the effectiveness of fear appeals indicates that fear arousal is a complex, individually unique emotion. Inconsistent results concerning the impact of fear appeals in consumer behavior are noted. Issues arising from employing fear appeals in advertising are outlined and practical guidelines for their use are presented.

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

While we should not necessarily believe the people who tell us there has never been a better time to invest, to buy a new car, to become an entrepreneur or even to upgrade our central‐heating boiler, it may be true that there has never been a better time for organizational learning – whether that is within the organization itself or amongst the employees.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.