Entrepreneurial ecosystems and the lifecycle of university business incubators: An integrative case study

University business incubators (UBIs) are an important part of the ecosystem that supports entrepreneurial activities and economic development. Extant research has focused on examining UBI activities at a single point in time, but there is a paucity of theoretical and empirical work aimed at understanding the forces that explain why and how UBIs change over time. This is an important gap because establishing a university business incubator does not assure its development and growth. We address this issue by drawing upon the Fisher et al. Academy of Management Review, 41(3), 383-409 (2016) Identity-Legitimacy-Life Cycle model to explain how the pursuit of resources and organizational legitimacy shapes the development of UBIs along key strategic and operational dimensions, which has implications for performance evaluation over time. We illustrate with a case study about the creation and evolution of the DMZ, a leading UBI at Ryerson University in Canada. This case provides new insights about the dynamics of UBIs and their relationships with the entrepreneurial ecosystems in which they are embedded. Implications for future research, management practice, and public policy are discussed.

     

Unbundling the Moral Dispute About Unbundling in South Africa

Unbundling -- or the breaking up of conglomerates into smaller independent companies -- normally has very little to do with morality, because decisions to unbundle are usually taken on pure strategic business grounds. However, the way unbundling was introduced into the debate about the restructuring of the South African economy by the African National Congress (ANC), gave unbundling some very distinct moral undertones. In this paper the moral arguments in support of and in opposition to unbundling within the South African context are identified. It is then argued that these rival sets of arguments can be related back to two different sets of moral convictions about redistributive justice. The author argues that the impact of the prevailing moral dissensus on moral decision-making should be given due consideration when dealing with moral disputes such as unbundling. In the final part of the paper an illustration is given of how the moral dispute about unbundling should be approached amidst the mentioned moral dissensus.     

Business ethics: Where have all the Christians gone?

The paper starts by giving a historical and philosophical explanation for the current separation between theology and economics. It is then argued that postmodern culture offers the church and theology an opportunity to get reinvolved in the world of business, and especially in Business Ethics. Before opportunities for involvement is discussed, the question on the unique nature of Christians ethics is posed. The notion of Christian ethics as essentially an understanding of reality is proposed and defended against rival interpretations of Christians ethics. Finally the role that the church and theology can play in developing business morality on the marco-, meso-, and micro-economic levels are discussed.     

Modes of Managing Morality: A Descriptive Model of Strategies for Managing Ethics

As an alternative to attempts to impose models of personal moral development (e.g. Kohlberg) upon organisations we propose an evolutionary model of managing ethics in organisations. The Modes of Managing Morality Model that we suggest, is based on an analysis that explains why business organisations tend to move from less complex modes of managing ethics to more complex modes thereof. Furthermore, it also identifies the dominant ethics management strategies that characterise each of the stages. It is done in a way that avoids claiming that the more advanced modes of managing ethics necessarily represent moral development by business organisations. Instead of claiming the organisations develop morally, we claim that organisations move through an evolutionary process of improving their sophistication in managing ethical performance.     

Business Ethics as Field of Teaching,Training and Research in Sub-Saharan Africa

The notion of “responsibility” can be understood in a number of different ways, namely as being accountable for one’s actions, as a personal trait, or as a task or duty that results from one’s role. In this article we will challenge the assumptions that underpin each of these employments of the word “responsibility” and seek to redefine the concept as such. The main thrust of the argument is that we need to critically interrogate the idea of “identity” and deliberate decision-making that inform the use of all three of these notions of “responsibility”. By drawing on selected concepts emanating from the oeuvre of Gilles Deleuze and Félix Guattari, our understanding of agency moves away from “identity” towards “multiplicity”. In fact, it will be argued that our sense of “agency” is a side-product of our own desiring-production as it operates in and through our interactions with other human beings and organizational structures. The article therefore contends that “responsible management” requires ongoing re-articulations of moral responsiveness.