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The conceptual framework of Multicultural Hybridism is adopted to reflect the emerging themes of transnationalism and superdiversity in the context of ethnic minority migrant entrepreneurs breaking out of their ethnic enclaves into mainstream economy. It is constructed as an extension of Mixed Embeddedness theory (Kloosterman, 2006), given that ‘Multicultural Hybrid’ (Arrighetti, Daniela Bolzani, & Lasagni, 2014) firms display stronger resilience with a higher survival rate than enclaved businesses (Kloosterman, Rusinovic, & Yeboah, 2016). With further integration of incremental diversification typology (Lassalle & Scott, 2018), the current study adopts Multicultural Hybridism as a lens to explore the opportunity recognition capabilities of transnational, migrant entrepreneurs who are facilitated by the hybridity of opportunity recognition (Lassalle, 2018) from linking host-country and home-country cultures. The hybridity of opportunity recognition focuses on access to markets and resources between transnational ethnic and local multicultural mainstream markets. Through the theoretical lens of Multicultural Hybridism, interviews with 16 Birmingham-based Chinese migrant entrepreneurs have been analysed to shape a dynamic understanding of the multifaceted concept of breakout in a superdiverse and transnational context. The multilayered interpretation of breakout provides an enhanced understanding of the diversity of hybridism between transnational ethnic and local multicultural mainstream markets. This is seen from the perspectives of firm growth and social integration in the current locations and future spaces of transnational migrant entrepreneurs. It goes beyond the narrow imagination of breakout as an economic assimilation process, avoiding the singular conceptualisation of the host-country mainstream market as the only breakout destination for transnational ethnic entrepreneurs.

This paper contributes to the development of an enhanced understanding of the breakout strategies of immigrant entrepreneurs within a transnational context. It develops a dynamic notion of breakout by placing it within a wider understanding of immigrant entrepreneurial strategy characterised by multifocal embeddedness within transnational space.

This study adopted a qualitative research methodological approach. In-depth interviews were completed with 30 first- and second-generation UK-based Nigerian entrepreneurs and key informants, to provide data on business growth strategies of individual immigrant entrepreneurs in the context of opportunity structures across host, home and third countries.

Nigerian immigrant entrepreneurs adopted distinctive entrepreneurial strategies related to the complex and diverse transnational context within which they were embedded. Findings demonstrated how the realisation of diversification and differentiation strategies was particularly influenced by locational and spatial strategies, the specific contextual embeddedness of the entrepreneur and generational differences across entrepreneurs.

Conceptualising immigrant entrepreneurship from a standpoint of transnational, multifocal embeddedness produces a complex and multi-layered understanding of business breakout as a dynamic process. Drawing together the unifocal, bifocal and multifocal dimensions of embeddedness with findings on the breakout strategies being pursued by immigrant entrepreneurs, an original typology is presented which identifies different approaches to breakout across varied contexts. This has significant policy and practice implications for the content, targeting and access of business support and wider social issues, relating to the identities, social mobility and integration of immigrant entrepreneurs.

Breakout rooms are commonly used by lecturers as a means to achieve collaborative learning in online lessons. Although breakout rooms can be effective at encouraging student engagement, interaction and learning, many students dislike being forced to interact with peers, and for some students, it can lead to feelings of anxiety and stress. Successful collaborative learning depends upon having the “right” individuals working together, so the purpose of this research is to identify specific learner attributes that are associated with purposeful interpersonal interaction in breakout rooms.

An online survey was used to obtain data from 664 higher education students in the USA, which were analyzed using partial least squares structural equation modeling (PLS-SEM).

Students' technology readiness, social identification and intercultural communication competence are each significantly related to the achievement of purposeful interpersonal interaction, which is strongly related to students' perceived learning.

The findings of this research emphasize the importance of lecturers considering learner attributes when forming breakout room groups.

The breakout room represents a unique and specific context for collaborative learning, where there may be minimal lecturer supervision and where students may choose to disengage by turning off their cameras and microphones or simply listen without participating (known as lurking). The existing literature has given little attention to how lecturers allocate students to online breakout rooms.

The purpose of this paper is to focus on “breakout” – a forceful emergence from a restrictive form or position – pursued through a structured and purposeful course of strategic action. The objective is to secure and retain business routes to double‐digit growth and market prominence.

This paper addresses a key question foremost in the minds of all start‐up business leaders: how do I manage and consolidate what I have achieved and simultaneously continue to grow the business and expand my market? The paper is based on more than five years of research into over 100 companies around the world. This involved in‐depth interviews with strategic leaders, company observations and case analysis.

Findings indicate that breakouts are led, from beginning to end, by dynamic strategic leaders and typically are accompanied by sudden and dramatic increases in output and levels of activity. For business entrepreneurs who want to raise a company from a subordinate to a more dominant market position, through meeting the challenge of double‐digit growth, it is crucial both to pursue the optimal strategy and excel in its execution.

The value of this paper is in the advancement of a step‐by‐step action framework for the delivery of accelerated growth, founded on strategic excellence from beginning to end, and providing a systematic route to market success.

This paper aims to outline the conceptualization, design and implementation process of an escape room-style game for first-year student orientation sessions hosted by a combined academic unit including a university library, archives and museum. The game can be customized and adapted for a variety of learning environments and purposes.

Breakout EDU kits have been used to create escape room-style games to teach curricular content in new and engaging ways. This orientation session was designed to teach new students how to find and use essential collections and resources on each of the unit’s websites by using a fun, collaborative and engaging game.

According to post-orientation survey responses, an average of nearly 80% of all new students felt that the Breakout EDU orientation game was either “Moderately Effective” or “Very Effective” in preparing them for their first day of classes. Documented observational assessments further suggest that students had fun playing the game and appreciated the hands-on approach to library orientation.

Although the use of both digital and non-digital games in library orientations are heavily documented, there has been very little research conducted on the use of escape rooms in this context, and almost no research has been conducted on the use of Breakout EDU kits for library orientations. This paper provides a practical example of how academic libraries can incorporate a customizable and highly engaging escape room-style game into first-year orientation sessions of nearly all sizes.

The thesis that rankings do more than just make visible an organization’s position viz-á-viz a competitor, but stimulate new competitive rivalries, has provoked much interest. Yet, to date, scholars lack an understanding of how such competitive rivalries unfold at the level of organizational strategy. Put simply, if competition is played out in rankings, how does this change the way organizations strategize? We answer this question through an ethnographic study of how information technology organizations engage with rankings. The strategic responses we observed included “leapfrogging a rival,” “de-positioning a competitor,” “owning a market,” and “encouraging a breakout,” which together are theorized as “ranking strategy.” This novel conceptualization extends understanding of the organizational response to rankings by showing how common reactions like gaming are only the tip of the iceberg of a broader array of strategic responses. The study also throws light on the different ways a ranking can pattern competitive rivalries, including creating more episodic forms of rivalry.

The purpose of this paper is to contain an empirical application of the concept of “time series momentum” – as developed by Moskowitz et al. (2012) – to commodity markets with daily data during 1995-2012.

The paper applies the new concept of “time series momentum” to the sphere of commodity markets.

The paper extends the results previously obtained by Moskowitz et al. (2012) to a second category labeled “breakout strategy.”

Further management strategies can be elaborated for investment management purposes, based on the suggested inclusion of the “time series momentum” in commodities.

The empirical evidence gathered in this paper bears practical significance for portfolio managers and commodity tradings advisors relying on trend following strategies.

Commodity markets are quickly developing to an alternative asset class for investors. Discovering their properties and characteristics has a broad appeal in finance.

In this paper we conduct tests for two different trading rules, namely, the Dual Moving Average (DMA) model and the Channel Breakout (CHB) rule. These rules are tested across five futures contracts – the S&P 500, British Pound, US T‐Bonds, COMEX Gold and Corn using daily data over the period 1990 to 1998. Overwhelmingly, we find that the trading rules are unable to produce (gross or net) profits at any statistical level. While positive gross and net profits were available in four of the five markets, the profits were neither economically or statistically significant.