Entrepreneurship Educator: Courses最新文献

{"title":"Sequential Decisions: Decision Trees (Arboles De Decisión)","authors":"Ignacio Vélez-Pareja","doi":"10.2139/SSRN.986975","DOIUrl":"https://doi.org/10.2139/SSRN.986975","url":null,"abstract":"This is a course material from the book Managerial Decision Making Under Risk and Uncertainty. The book is originally in Spanish and is untitled as Decisiones empresariales bajo riesgo e incertidumbre. The level of the book is basic. We use very few mathematics and it is expected to be used by managers. In this eigth chapter we analyse the problem of sequencial decisions. In particular we use the decision tree approach. We illustrate the tool with a relatively complex example.","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130216318","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Simple Approach to Forecasting (Una Aproximación a Los Métodos De Pronóstico)","authors":"Ignacio Vélez-Pareja","doi":"10.2139/SSRN.986879","DOIUrl":"https://doi.org/10.2139/SSRN.986879","url":null,"abstract":"This is a course material from the book Managerial Decision Making Under Risk and Uncertainty. The book is originally in Spanish and is untitled as Decisiones empresariales bajo riesgo e incertidumbre. The level of the book is basic. We use very few mathematics and it is expected to be used by managers. In this fourth chapter we deal with the forecasting methods. We use a very simple example to explain the decomposition method. In this method we separate diiferent components in order to make the forecast. We identify using an actual series the trend, the seasonality, cycle and error. Finally, we compare the forecasting with this method with simple regression and moving average. We also include the Delphi Method as a tool to convey consensus for better decisions.","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115828965","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Dynamic Capabilities View of Coopetition: The Case of Intel, Apple and Microsoft","authors":"C. Di Guardo, Marco Galvagno","doi":"10.2139/ssrn.1013561","DOIUrl":"https://doi.org/10.2139/ssrn.1013561","url":null,"abstract":"Over the last years, there has been a significant increase in the use of coopetition as a strategic device. We propose a dynamic capabilities view of coopetition to examine the evolution and impact of a relationship between firms that start as partners and become competitors. We show that a firm's propensity to coopete derives from its dynamic capabilities originating through the creation, integration and reconfiguration of the alliance competencies formed through its cooperative activity. We build on the analysis of the cooperation of Intel and Microsoft, known as Wintel, and the recent alliance between Intel and Apple, that we call Mactel. The use of a single case study obeys to the explanatory nature of research questions we attempt to answer.","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"94 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115434243","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Stock Market Trading Volume","authors":"A. Lo, Jiang Wang","doi":"10.1016/B978-0-444-53548-1.50007-6","DOIUrl":"https://doi.org/10.1016/B978-0-444-53548-1.50007-6","url":null,"abstract":"","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129203274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Social Entrepreneurship Creating Economic and Social Value","authors":"J. Mair","doi":"10.2139/SSRN.975107","DOIUrl":"https://doi.org/10.2139/SSRN.975107","url":null,"abstract":"COURSE OBJECTIVES The objective of the course is to provide students with an understanding of the complex dynamics underlying Social Entrepreneurship as a global phenomenon. The course invites students to look beyond traditional boundaries and critically assess alternative ways of doing business and creating social value. The main objectives of the course are: * to introduce the concept, practices, opportunities, and challenges of Social Entrepreneurship * to translate insights from class discussion into frameworks to facilitate facing these challenges * to define new possible roles and strategies for entrepreneurs and established companies to address social needs and contribute to sustainable development.","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131869724","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Touramerica","authors":"Sherwood C. Frey, D. Clyman","doi":"10.1108/case.darden.2016.000329","DOIUrl":"https://doi.org/10.1108/case.darden.2016.000329","url":null,"abstract":"TourAmerica is negotiating a master contract with Voyager Inn International (Bethesda) for hotel rooms during the 1995 tourist season. Issues under consideration include number of rooms during peak, mid-, and off-periods, room rates, breakfast prices, and the cost of ancillary services. While the hotel manager is evaluated on the basis of several criteria, including adjusted daily rates, occupancy rates, and food and beverage profitability, and is also provided with a utility scheme to facilitate trade-offs among the criteria, TourAmerica uses an effective cost per registrant (adjusted for intangibles). These two approaches provide an opportunity to contrast measurement schemes and to justify the use of utility functions. This case is a role-play exercise and must be used in conjunction with \"Voyager Inn International\" (UVA-QA-0463). Excerpt UVA-QA-0464 TourAmerica Karen Shepard, a TourAmerica contract negotiator, was reluctantly reviewing the Voyager Inn International folio in preparation for her negotiation with the general manager of the Bethesda property, Lionel Jackson. Because of its attractive price, Voyager Inn (Bethesda) had been one of TourAmerica's three primary hotels in the Washington area for the past several years. In recent years, however, holding the line on the price had proved to be increasingly difficult. Last year, Shepard had succeeded in avoiding price increases by arguing that the hotel needed substantial renovation and that many of TourAmerica's clients had complained about the levels of service provided by the hotel and its staff. Renovations were now complete, service levels had improved, and Jackson was expecting an opportunity to catch up. In particular, Jackson's proposal for 1995, submitted in response to Shepard's request for room commitments, sought substantial increases in room rates, breakfast charges, and luggage handling. Even though TourAmerica management recognized that some price accommodation was merited, Shepard knew that she was still under considerable pressure to hold the line on prices. TourAmerica For over 25 years, TourAmerica had led the field in budget tours to the United States. With offices in London, Madrid, Milan, Cairo, Sao Paulo, and Tokyo, TourAmerica had brought more than 320,000 visitors (couples, families, and retirees) in over 9,500 groups for guided tours of the United States. Each TourAmerica tour was guided by full-time travel professionals who coordinated every aspect of the trip (air, accommodations, meals, special events, and sightseeing experiences) to ensure that each tour was a memorable experience. TourAmerica's packages were custom designed to vary in their itineraries, features, and entertainments. Popular selections included cities such as New York, New Orleans, and San Francisco; national parks such as the Grand Canyon, Mount Rushmore, Yellowstone, and Yosemite; and Americana such as Disney parks, Graceland, and Las Vegas. The one feature common to almost all TourAmerica t","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"85 6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130803543","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Purinex, Inc","authors":"R. Bruner, S. Carr","doi":"10.1108/case.darden.2016.000244","DOIUrl":"https://doi.org/10.1108/case.darden.2016.000244","url":null,"abstract":"In June 2004 Purinex, Inc., a pharmaceutical company with several clinically and commercially promising drugs in development, expected to secure a partnership with a major pharmaceutical company sometime in the next four to 12 months. That partnership, if secured, would enable Purinex to develop one of its leading compounds as a drug. The company, however, had no sales or earnings and only 11 months of cash on hand. The student must assess whether the company should attempt to secure financing now or wait until it consummated a partnership deal. The tasks for the student include evaluating the probabilities that collaboration with a pharmaceutical company would actually happen; determining whether the company stay above water until such occurred; and analyzing the other risks to the company under these circumstances. Excerpt UVA-F-1491 Version 4.2 PURINEX, INC. To lead the world in discovering, developing & commercializing novel therapeutic compounds acting on the purine receptors in order to save and improve patients' lives. —Company mission statement In June 2004, Purinex, Inc., a pharmaceutical company with several clinically and commercially promising drugs in development, had reached a turning point. Sometime in the next four to 12 months, the company stood an excellent chance of securing a partnership with a major pharmaceutical company. That partnership, if secured, would enable Purinex to develop one of its leading compounds into a drug for the treatment of one of the world's deadliest and most widespread diseases. The company had no sales or earnings, however, and there was only enough cash on hand to last 11 months. . . .","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128281537","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Village Ventures","authors":"John W. Glynn, Charles Spiggle","doi":"10.2139/ssrn.909708","DOIUrl":"https://doi.org/10.2139/ssrn.909708","url":null,"abstract":"Edward Lassiter, CEO of a fledgling technology start-up that is 12 weeks away from exhausting its initial $500,000 angel fund, is mulling offers from three venture capital firms. Two of the firms are traditional venture capital funds, while the third one, Tall Oaks Capital, is tied to a national venture capital organization called Village Ventures. Intrigued by the unusual relationship between Tall Oaks and Village Ventures, Lassiter wonders whether the two organizations, in tandem, would be able to offer his company more in the way of logistical support and expertise, in addition to their financial investment, than would the two conventional firms. Lassiter ponders the three firms' term sheets, knowing that he must make a decision in the next two days. Excerpt UVA-F-1342 VILLAGE VENTURES Village Ventures is fueling innovation in areas with high densities of intellectual capital that up to now have been ignored by the capital markets. We are building the world's largest network of locally focused early-stage funds to transform how and where technology companies are created and grown. —Matt Harris, CEO of Village Ventures Edward Lassiter, CEO of ClearVoice Software, relaxed in his Charlottesville, Virginia, office at the end of another grueling business day. For the past two months, it seemed that he had spent every waking hour trying to secure $ 3 million in growth capital for his fledgling voice-recognition software company. The $ 500,000 in angel financing that he had brought in six months ago was disappearing fast, and he needed more capital to keep ClearVoice growing ahead of its rivals. Fortunately, Lassiter's hard work on the fundraising trail had paid off with term sheets from three different venture capital funds. All that remained was for him to decide which offer to accept. He was fully aware that the success or failure of his company could well depend on his choice and was determined to make the correct decision. . . .","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"14 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120843602","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Life and Career of a High Tech Entrepreneur (B)","authors":"J. Clawson, J. Clifton","doi":"10.2139/ssrn.1281859","DOIUrl":"https://doi.org/10.2139/ssrn.1281859","url":null,"abstract":"This case describes the life and career of Donna Dubinsky, a high-ranking female executive and entrepreneur. Throughout her career, Dubinsky remained on the leading edge of the technology field. In the A case, two exciting options lay ahead of Dubinsky, one with a leader she knew, respected, and had worked for before, and the other from a new contact with an opportunity to lead a small, unproven startup firm. The B case (UVA-OB-0844) decision and brings the reader up to venture number three called Numenta. The cases are intended to give management students a broad view of one executive's lifestyle, of how she built and maintained business and personal relationships, and the way she developed her personal style throughout her professional career.","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124994433","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"What Makes Students (In)Efficient? An Exploratory Econometric Inquiry into the Causes of (In)Efficiency in Academic Performance","authors":"Alexandra Kontolaimou, Dionysios Psallidas, Anastasia Pseiridis","doi":"10.2139/ssrn.877345","DOIUrl":"https://doi.org/10.2139/ssrn.877345","url":null,"abstract":"The purpose of this paper is to investigate the existence of inefficiency within economics undergraduates and to identify factors that may account for it. Data Envelopment Analysis reveals that both 'pure' technical inefficiency and scale inefficiency exists. Tobit and logit regression show that students who do not live with their family, female students and those that appear more satisfied or motivated are better performers (efficiency-wise). The effect of these variables may be substantial; for example, students living with their parents may 'lose' up to 22 percentage points in the probability of being fully efficient; an only child may have a lower efficiency score of up to 14 percentage points.","PeriodicalId":174643,"journal":{"name":"Entrepreneurship Educator: Courses","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126540921","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}