Understanding the Social Role of Entrepreneurship

There is a need to rethink and redefine the social value added of entrepreneurial activities to society. In this paper we develop five pillars on which the evolving social role of entrepreneurship can rest and have its impact: (1) connecting entrepreneurial activities to other societal efforts aimed at improving the quality of life, achieving progress, and enriching human existence, (2) identifying ways to reduce the dysfunctional effects of entrepreneurial activities on stakeholders, (3) redefining the scope of entrepreneurial activities as a scholarly arena, (4) recognizing entrepreneurship's social multiplier, and (5) pursuing blended value at the organizational level, centring on balancing the creation of financial, social and environmental wealth. In a final section we discuss implications for practices and for further research.     

Venture Capitalists, Business Angels, and Performance of Entrepreneurial IPOs in the UK and France

Abstract:  Using a unique sample of 444 entrepreneurial IPOs in the UK and France, this paper analyses the investment patterns and the stock-market performance effects of two types of early stage investors: venture capitalists (VCs) and business angels (BAs). Extending existing research, we identify important endogeneity and institutional effects. Our findings indicate that UK IPOs have a higher retained ownership and lower participation ratio by BAs, but a lower retained ownership and participation ratio by VCs than in France. BA and VC investments are substitutes, and they are endogenously determined by a number of firm- and founder-related factors, such as founder ownership and external board 'interlocks', and underwriter reputation. UK VCs are effective third-party certifying agents who reduce underpricing in UK IPOs, whereas in French IPOs they increase it by appearing to engage in grandstanding. This certification effect is more significant in UK IPOs involving both high VC and BA ownership. Finally, underpricing increases with VC participation ratio, where the higher exit of VCs seems to increase the risk premium required by outside investors, in particular in the UK.     

Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view

The emergence of knowledge-intensive society has changed the nature of business competition. Knowledge management becomes an important managerial task and formulating a sound innovation strategy is an integral part of strategic management. Adopting an institution-based view, this article argues that the institutional environment in the Asia Pacific region plays a multi-faceted role behind firms’ knowledge management and innovation strategy. Specifically, institutions impose rules for legitimacy, serve as a source of knowledge, and allocate incentives and resources for innovation. We believe that future research drawing on the institution-based view has significant potential to advance our understanding of knowledge management and innovation strategy in Asia Pacific firms.

Who owns the long term? Perspectives from global business leaders

Day-to-day management is challenging enough for CEOs. How do they manage for the long term as well? We posed that question to four top executives of global companies. According to Maurice Levy, chairman and CEO of Publicis Groupe, building the future is really about building the present and keeping close to the front line--those who deal with your customers and markets. He also attributes his company's success in large part to knowing when to take action: In a market where clients' needs steer your long-term future, timing is everything. UPS Chairman and CEO Mike Eskew emphasizes staying true to your vision and values over the long run, despite meeting obstacles along the way. It took more than 20 years, and many lessons learned, to produce consistent profits in what is today the company's fastest-growing and most profitable business: international small packages. Wulf H. Bernotat, CEO of E.ON, examines the challenges facing business leaders and politicians as they try to balance energy needs against potential environmental damage. He calls for educating people about consumption and waste, and he maintains that a diverse and reliable mix of energy sources is the only way to ensure a secure supply while protecting our environment. Finally, Marianne Barner, the director of corporate communications and ombudsman for children's issues at IKEA, discusses how the company is taking steps to improve the environment and be otherwise socially responsible. For example, it's partnering with NGOs to address child labor issues and, on its own, is working to help mitigate climate change. IKEA's goals include using renewable sources for 100% of its energy needs and cutting its overall energy consumption by 25%.     

Towards a model of cross-sectoral policy development in leisure: the case of sport and tourism

Whilst leisure studies has now become an established field of academic analysis, there is still little literature on the dynamics of the leisure policy process, particularly in the area of cross-sectoral liaison. This paper attempts to synthesize previous research relating to general policy dynamics in developing a model of cross-sectoral policy development. In developing this model, particular attention is given to two major ESRC funded projects of the 1980s – work on Inter-Governmental Relations and Government Industry Relations – which produced two recognizably different models of the policy process. A combined model is proposed which is used to examine and compare the structures of the sport and the tourism policy communities and to analyse how these structures might effective the emergence of a sport-tourism policy network. In conclusion, the extent to which the model this paper develops might be applicable to other areas of leisure policy is discussed.     

Recreational betting: individual betting profiles

This paper complements a previous article (Filby and Harvey, 1988) on aggregate betting patterns by describing in some detail the betting patterns and strategies of individual punters. The habits of 67 regular punters drawn from three Birmingham betting shops are analysed on the basis of the evidence of their betting slips. While the discussion bears witness to the effort invested in betting activity by punters, it also urges some caution in overinterpreting the intellectual work in betting. Many of the punters display fairly routinized decision-making in the construction and staking of their bets, which holds across the two main groups of punters identified in the analysis.