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Awareness raising campaigns have been used to promote HIV prevention messages, including the expansion of HIV testing, but initiating such campaigns de novo can be costly. Both the Bronx, New York and Washington, DC have significant local HIV epidemics and a history of efforts to scale-up HIV testing. To build on prior HIV testing campaigns and create new messages based on consultation with diverse stakeholders, a partnership with a community-based clinical trial to enhance HIV testing and treatment was established. The purpose of this paper is to describe the history of HIV testing campaigns in the two jurisdictions, the awareness raising conducted in collaboration with the HIV Prevention Trials Network (HPTN) study (HPTN 065) and provide evidence of its effect in these two communities.

The foundation of prior campaigns allowed for expansion of social mobilization efforts to specific priority populations (gay men and other men who have sex with men), the most severely affected groups in both communities, and to expand the efforts to include clinical settings. New compelling and acceptable messages were shaped through engagement with community members and based on input from focus groups with target populations in each city.

By engaging the target population in the development of new messaging, HPTN 065 study successfully built on campaigns that were already underway in both jurisdictions and was able to use those messages and platforms to further normalize HIV testing.

Modifying and adapting existing messages saved time and resources, which can be important factors to consider in settings with limited resources or high media purchasing costs.

Efforts of this kind may ultimately help to decrease HIV transmission in large urban settings.

The concept of diaspora philanthropy contains the following two components: diasporas, who are individuals who live outside of their homelands but maintain a sense of identity with their home countries, and charitable giving provided by these diasporas to causes related to their hometowns. Often diaspora philanthropy happens through intermediary organizations such as hometown associations, internet-based philanthropic platforms and faith-based groups. Little research explores immigrant-owned small businesses as intermediary organizations for diaspora philanthropy. In the literature of social entrepreneurship, the theory of opportunity recognition provides insights on how do businesses identify opportunities for fulfilling social missions. However, it is uncertain whether this major theory can be applied to a specific context such as immigrant-owned small businesses. In this research, I aim to understand immigrant-owned small businesses' participation in social entrepreneurship through diaspora philanthropy, especially in responding to natural disasters. Specifically, three research questions were proposed: What role do small businesses play? What mechanisms do they use to partake in diaspora philanthropy? Moreover, what motivates them to participate?

This research uses an in-depth case study that focuses on a specific diaspora philanthropy behavior in responding to a natural disaster in the diaspora's hometown. The subject of this work is a small business owned by an immigrant in New York City, the US. To collect data on this case, the author utilized a mixed-methods design, which involves two types of qualitative data: document analysis and interview. Giving the purpose of this study, the author used thematic coding for both newspaper article data and interview data following a deductive approach.

The result shows that small businesses have an inherent advantage in building close interpersonal relationships with their customers and serve as the connector between their customers and larger philanthropic organizations. Because of their limitations on resources, small businesses collaborate with larger nonprofit organizations to do complicated philanthropic work for improved capacity. When diaspora philanthropy happens due to natural disasters in homelands, diasporas experience some level of guilt since they are not there with the people of their homeland in solidarity facing the difficulties. This guilt, which is related to cultural influences, is one of the motivations that make diasporas give to their homelands. The findings also show that the opportunity recognition theory fits well into explaining the altruistic behaviors of small businesses owned by immigrants.

A lot remains unknown about immigrant-owned small businesses, including their altruistic behaviors and participation in social entrepreneurship. This research expands the current knowledge on diaspora philanthropy by identifying the roles of small businesses, the mechanisms used by small businesses and the motivations of giving during natural disasters. This research also validates the opportunity recognition theory of social entrepreneurship in a specific context.

Scandia, Inc., is a commercial vessel management company located in the New York Metropolitan area and is part of a family of firms including Scandia Technical; International Tankers, Ltd.; Global Tankers, Ltd.; Sun Maritime S.A.;Adger Tankers AS; Leeward Tankers, Inc.; Manhattan Tankers, Ltd.; and Liuʼs Tankers, S.A. The companyʼs current market niche is the commercial management of chemical tankers serving the transatlantic market with a focus on the east and gulf coast of the United States and Northern Europe. This three-part case describes the commercial shipping industry as well as several mishaps that the company and its President, Chris Haas, have had to deal with including withdrawal of financial support by creditors, intercorporate firm conflict, and employee retention. Part A, which was published in the Fall 2010 issue, presented an overview of the commercial vessel industry and set the stage for Parts B and C where the firm℉s operation is discussed.

Many entrepreneurs want to reach high to the heavens to achieve unlimited success. These hardworking, often underappreciated, venturers often crave fame and fortune as they strive to create their personal business legacy. One strategic path many have wandered down is that of the Initial Public Offering (IPO), whereby shares of the company are sold to the public. The IPO has many strong attractions. Large amounts of capital can be brought into the company.The company's stock can be used as currency to acquire other companies. Early investors realize a good ROI. Employees can perceive real value in their stock options. Customers, banks, vendors, and other stakeholders pay more respect to the company. Is this truly the entrepreneurʼs nirvana? Or is it a case of “Be careful of what you wish for because it may really come true?” Read on.