Paths of learning, grieving and transforming

This paper looks at the internal paths people walk as they are engaged in learning about future generations. The deep personal relevance and immediacy of the topic engage students as whole persons in learning processes that transform their perspective on the world and on themselves. Facilitating students as they go through this transformative learning cycle is the task of the teacher. Furthermore, although not widely recognized as such, grief is a part of any learning process as people let go of one thought, perspective or behavior, and try on a different one. When the topic is emotionally loaded with such profound implications as that of the future of our planet, grief becomes even more intense for the learner. Thus educators benefit from an understanding of both learning and grieving processes as they teach courses about future generations. By acknowledging the mourning associated with transforming the learners' world view, educators may assist students to move beyond immobilizing blocks and despair to creative action. This paper explores the normal experiential learning cycle and natural grief processes as they are played out within students while learning about global futures.     

Nurse executives: decision points in their careers

Nurse executives identified key decision points in their careers. Typical of executive women, they had a general sense of career direction but reported no overall career plan.     

Nonconvexity,efficiency and equilibrium in exhaustible resource depletion

We consider the problem of efficiency and existence of a competitive equilibrium in exhaustible resource markets where extraction costs are nonconvex. Nonconvexity is shown to imply that (1) (efficient) extraction ceases to the left of the minimum efficient scale, i.e., where average costs exceed marginal costs; and (2) a competitive equilibrium does not exist. Introduction of a backstop technology (which induces a flat portion of the industry demand curve) restores both existence and efficiency, provided that the backstop price is sufficiently low. If firms face even a small amount of uncertainty regarding their rivals' stocks, a backstop technology is sufficient to restore existence of competitive equilibrium, even if the backstop price is very high. In this case, however, the competitive equilibrium is not efficient.     

Ethnic-immigrants in founding teams: Effects on prospector strategy and performance in new Internet ventures

We investigated differences in strategy and performance between new Internet ventures with ethnic-immigrant members in the founding team and a matched set of Internet ventures with non-ethnic-non-immigrant team members. Results showed that new ventures with an ethnic-immigrant presence in the founding teams tended to pursue a more aggressive prospector strategy than those with non-ethnic-non-immigrant founding team members. Still, performance of the two groups of ventures was comparable. However, the positive effects of ethnic-immigrant presence on founding teams depended on team size and average age of the founding team members.     

Network embeddedness,headquarters entrepreneurial orientation,and MNE international performance

The aim of this paper is to examine the role played by external and internal network embeddedness in the headquarters entrepreneurial orientation of multinational enterprises (MNEs), and the role of the latter in MNE performance. Drawing on responses from CEOs in a sample of 143 European MNEs, our study offers evidence for the antecedent role of network embeddedness on headquarters entrepreneurial orientation on the one hand, and for the positive impact of headquarters entrepreneurial orientation on international performance on the other. Our findings contribute to the network view of MNEs in the international business and international entrepreneurship literature by disentangling the complex phenomenon of entrepreneurship in MNEs, partly explained by its multiple embeddedness in external and internal networks, and by studying its impact on international performance.     

The Wealth Effects of Sale and Leasebacks: New Evidence

This paper investigates the phenomenon of sale and leasebacks as one way in which firms may use financial contracts to rearrange their organizational architecture. A theoretic model links the length of initial leaseback period to incentives to make noncontractible future investments in the lease relationship and predicts that firms choose shorter leases when landlords make relatively important investments. Using a sample of 71 sale and leaseback events from the 1990s, we document a significant mean abnormal return of 1.3% for shareholders of seller/lessee firms announcing relatively short leasebacks. The evidence suggests that firms may use sale and leasebacks to optimize their claims to real estate.     

Sources of Durable Competitive Advantage in New Products

In this article, Michael Lawless and Robert Fisher propose a conceptual framework for analyzing durable sources of competitive advantage for new products. They assess various components of new product introduction strategies in terms of their degrees of competitive "imitability" (i.e., the ease with which competitors can imitate). The less imitable the component, the more durable the profits it generates. The authors identify seven strategic components based on bodies of research in strategy and promotion, distribution and firm characteristics. By selectively managing these components, an innovating firm can affect a new product's imitability and the duration of returns. Using a "resource mobility" perspective, the authors develop propositions that should lead to a more systematic focus on long-term profits in new product introductions.     

An investigation of training activities and transfer of training in organizations

The purpose of this study was to investigate the extent to which organizations implement training activities for facilitating the transfer of training before, during, and after training and the relationship between these activities and the transfer of training across organizations.Training professionals from 150 organizations reported that 62%, 44%, and 34% of employees apply training material on the job immediately, six months, and one year after training. In addition, their organizations were significantly more likely to use training activities to facilitate transfer during training than either before or after training. Further, training activities before, during, and after training were significantly related to the transfer of training; however, activities in the work environment before and after training were more strongly related to transfer than activities during training. The practical and research implications of these findings are discussed for improving the transfer of training in organizations. © 2006 Wiley Periodicals, Inc.