An Exploration of Rent Seeking*

The aim of this paper is 10 survey critically the recent literature on rent seeking and Directly Unproductive Profit-Seeking Activities (DUP). The links with the related literatures on transactions costs and property rights are also explored. It is argued that a clearer understanding of wasteful competition emerges if the framework of constitutional economics is adopted. It is furthermore argued that a dynamic framework is most suitable to analyze wasteful competition     

Customer satisfaction and service domains: a further development of PROSERV

Quality & Quantity - This paper aims to represent that levels of customer satisfaction of tourist accommodation are an important prerequisite when the goal is building a loyal relationship with...     

Are we ‘sharing’ or ‘gig-ing’? A classification system for online platforms

There is a growing debate about the nature and extent of platform control over workers. Companies claim they are merely ‘matchmakers’ while labour advocates argue that these organisations exercise granular control over workers. Blending the fields of information science and labour relations, this article develops a classification system of sequential control to delineate between ‘high control’ and ‘low control’ platforms. In doing so, this article provides a theoretical method to distinguish ‘sharing’ versus ‘gig’ platforms and argues that worker autonomy—how platforms foreclose worker choice—can be used to understand platform control.     

Managing Technological,Sociopolitical, and Institutional Change in the New Normal

A New Normal environment for business has emerged in the years after the 2008 financial crisis based on numerous changes in the world's economic, technological, demographic, and sociopolitical factors. This combination of changes has created a New Normal environment for firms with major implications for managers, strategists, and entrepreneurs alike. It has resulted in an environment with new challenges and opportunities that are considerably different from what firms had to contend with in the years previous. In this paper, we present the main changes that characterize the current New Normal business environment and highlight some key implications for strategy and management. Then, we present the nine articles in this special issue dealing with different dimensions of this new environment for firms. Subsequently, we outline some future research questions that could help to advance our knowledge of the New Normal environment and its implications for firms and management theories. In examining the New Normal, it is important to be reminded that the world is indeed round and even small actions on one side of the globe can have a major impact on organizations on the other side of the globe.     

Hubristic Start-up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes

The hubris tradition of research has been criticized for limiting its scope by associating hubris predominantly with detrimental leadership behaviours. To counteract this bias, we provide a more nuanced exploration of hubris and consider both beneficial and detrimental manifestations of hubris in start-up founders’ leadership behaviours. Our analysis, based on qualitative data from expert interviews and two case studies, indicates that, whilst hubristic start-up founders are likely to fail overall, they also excel in creating and communicating visionary scenarios, steering employees through critical situations, and extracting commitment from third parties. These under-researched ‘bright’ manifestations of hubris allow start-up founders to lead their venture towards a stage, in which their visionary power and resilience become crucial prerequisites for economic progress. Our findings extend knowledge on hubristic leadership, offer new directions for the hubris tradition of research, and open up avenues for future research with a more balanced view of hubris.     

动态项目型新产品开发组织模式研究

产品开发组织是新产品开发系统的组织保证。根据多产品多层次并行的产品开发过程,讨论建立了动态项目型新产品开发组织。为了顺利实现产品开发,在产品层、子阶段层和设计层并行;在动态项目型产品开发组织中,又讨论了组建产品策划团队、产品开发管理团队和产品开发技术团队等内容,以确保相应的新产品开发战略的实现。