The journal of applied management and entrepreneurship最新文献

{"title":"Creating a Balanced Value Proposition. Exploring the Advanced Business Creation Model","authors":"João M. S. Carvalho, J. Jonker","doi":"10.9774/GLEAF.3709.2015.AP.00006","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.AP.00006","url":null,"abstract":"This conceptual paper explores the relationships between four dimensions that are important for start-ups: entrepreneurship, business models, strategic planning, and the development of a business plan. Based on an exploration of these dimensions, we present an innovative model - Advanced Business Creation Model (ABCM) - that demonstrates the manner in which a start-up can be originated. Additionally, the model can also be employed to develop new entrepreneurial activities within an organization. The core of this model is the concept of value proposition and, more specifically, on how this proposition is encompassing economic, social, environmental, and psychological values. We consider these values as a crucial aspect of the value proposition in order to achieve success in the market.","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"48 1","pages":"49-64"},"PeriodicalIF":0.0,"publicationDate":"2015-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74972525","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 Moderating Role of Time on the Relationship between Emotional Intelligence and Transformational Leadership","authors":"K. Lawlor, John H. Batchelor, K. Abston","doi":"10.9774/gleaf.3709.2015.ap.00005","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ap.00005","url":null,"abstract":"IntroductionA great deal of empirical research has been completed in the area of transformational leadership, providing evidence that this leadership style has a positive impact on performance and leader effectiveness (e.g., Avolio, Walumbwa, & Weber, 2009; Bass, Avolio, Jung, & Berson, 2003; Bycio, Hackett, & Allen, 1995; DeGroot, Kiker, & Cross, 2000; Lowe & Galen Kroeck, 1996; Sosik & Megerian, 1999). However, some questions remain unanswered. What traits make transformational leaders great? What are the antecedents of transformational leadership? What other variables may come into play? Since transformational leadership is considered a behavioral theory, where leadership behaviors can be learned (Judge & Bono, 2000; Kark, Shamir, & Chen, 2003), additional investigation to determine the dispositional sources of leadership is warranted (Judge, Bono, Ilies, & Gerhardt, 2002). The purposes of this paper are to explore the antecedent relationship of emotional intelligence (EI) to transformational leadership and the role time plays in this process. The authors believe further research in this area is warranted as both transformational leadership and emotional intelligence are continually evolving constructs. An overview of the extant literature on transformational leadership and emotional intelligence is presented followed by an exploration of the relationship between these two constructs. Eight propositions are offered along with a conceptual model depicting the proposed linkages.Transformational LeadershipA transformational leader attempts to mold and shape the environment (Avolio & Bass, 1988). The transformational leader construct was introduced by Downton (1973) and was more fully developed by Burns (1978) and Bass (1985). Burns defined a transformational leader as an individual who engages his/her follower in such a way that each person raises each other to a higher level of motivation. Bernard Bass defined this leadership construct in terms of the effect this style of leadership has on the followers. In essence, transformational leadership is one end of the leadership spectrum, with laissez-faire representing the most passive leadership behavior and truly transformational representing the most active leadership behavior. It distinguishes itself from other leadership theories (i.e. charismatic, transactional, or laissez-faire) by having the leader focus on the higher order intrinsic needs of followers while their follower identifies with the needs of their leader (Burns, 1978).Transformational leadership is generally described using the following four interrelated dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individual consideration (Avolio, Waldman, & Yammarino, 1991). Using this four dimension conceptualization in their meta-analysis, with 87 sources and 626 correlations, Judge and Piccolo (2004) found transformational leadership to have a higher validity than contingent reward (transactional) and","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"12 1","pages":"28"},"PeriodicalIF":0.0,"publicationDate":"2015-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84486058","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":"Leaders Eat Last: Why Some Teams Pull Together and Others Don't","authors":"Maribel Cardez","doi":"10.9774/gleaf.3709.2015.ap.00012","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ap.00012","url":null,"abstract":"Simon Sinek Leaders Eat Last: Why Some Teams Pull Together and Others Don't Penguin Publishers, 2014, $ 27.95 (Hard cover), 244 pagesMANAGEMENT AND LEADERSHIP TEAMS within many organizations are starting to pay more attention to the topic of employee engagement. Although many have identified and implemented methods to measure employee engagement, they find themselves data rich and information poor. With the understanding that employee engagement is directly tied to organizational performance, many have developed and executed initiatives in their efforts to improve their organizations through enhancing employee engagement. However, in many cases, these efforts are generating minimal results. What is missing? What role does leadership play in this process? Perhaps the key lies within the contents of Simon Sinek's latest book, Leaders Eat Last: Why Some Teams Pull Together and Others Don't (Leaders Eat Last).In the book, Leaders Eat Last, Sinek describes several fundamental, yet basic concepts that are instrumental and powerful solutions for many organizations. Sinek believes trust, cooperation and treating people like human beings creates a sense of belonging. \"This feeling of belonging, of shared values and a deep sense of empathy, dramatically enhances trust, cooperation and problem solving. They operate in a strong Circle of Safety\" (Sinek, 2014, p. 20). Sinek's Circle of Safety concept is a relatively simple one to understand. It is not only a matter of treating people how we would want to be treated, it is more about treating people the way they want to be treated. It is about feeling safe and knowing the people around you are more willing to help you than to help themselves.By creating a Circle of Safety around the people in the organization, leadership reduces the threats people feel inside the group, which frees them up to focus more time and energy to protect the organization from the constant dangers outside and seize the big opportunities. Without a Circle of Safety, people are forced to spend too much time and energy protecting themselves from each other (Sinek, 2014, p. 22).To better understand the author's thought process, knowing his background sheds significant light on how his experiences led him on this mission to invigorate leadership behaviors amongst all people. Sinek is a thought leader, speaker, teacher and a man who is leading a movement to inspire people to inspire themselves and others. Originally from England, he has lived in Hong Kong and South Africa and now resides in New York. He is a trained ethnographer and received his education from Brandeis University where he majored in cultural anthropology. He has spent his life studying people and their cultures. His TED talk is one of the most popular TED talks of all time. He has presented his concepts to Microsoft, Intel, SAP, 3M, United States Congress, the military, multiple government agencies, and the United Nations. He is an adjunct staff member at the RAND Corporatio","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"18 1","pages":"127"},"PeriodicalIF":0.0,"publicationDate":"2015-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76612690","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":"Effective Succession of Social Entrepreneurs: A Stewardship-Based Model","authors":"Mario Hayek, Wallace A. Williams, S. Taneja, Roberto Salem","doi":"10.5465/AMBPP.2014.11112ABSTRACT","DOIUrl":"https://doi.org/10.5465/AMBPP.2014.11112ABSTRACT","url":null,"abstract":"IntroductionINCREASED DISSATISFACTION WITH TRADITIONAL INSTITUTIONS towards addressing social needs has motivated entrepreneurs to identify and pursue ventures aimed at creating value by tackling pressing social issues (London, 2008; Mason, 2010). While many social ventures have considerable impact on their constituent stakeholder group (Seanor & Meaton, 2007), unfortunately, very few survive their first succession (Adams, 2004; Froelich, McKee, & Rathge, 2011). The failed succession of a social venture, unlike the failure of successions in other contexts (e.g., commercial or family firms), primarily affects a non-financially vested targeted social group towards which the organizational mission intends to benefit. This is concerning because social ventures \"are more consequential than generating income, as people's lives may be in the balance\" (Miller et al., 2012, p. 362). However, despite the increased importance of social entrepreneurship in general and the poor succession rates of social ventures, research on the succession of founding social entrepreneurs has been neglected (Balser & Carmin, 2009; Block & Rosenberg, 2002; Froelich, McKee, & Rathge, 2011).Succession in social ventures differs from succession in other contexts because the primary purpose of the organization is social value creation and not personal wealth accumulation (Carsrud & Brannback, 2011; Fauchart & Gruber, 2011). This difference is important because it reflects divergent founder motivations and contrasting assumptions of the 'model of man' underlying agency and stewardship theories (Donaldson & Davis, 1991). Furthermore, the elevated failure rates of social ventures after the succession of the founder suggest that measures should be taken to prepare the organization for such an event.Through their ability to develop policies and engage in practices reflecting their values, founders of social ventures have a significant and enduring influence on organizational culture (Eddleston, 2008; Fauchart & Gruber, 2011). Therefore, in this paper we posit that by espousing the assumptions of stewardship theory and creating a steward-based organizational culture, social entrepreneurs may facilitate effective succession. This line of research contributes to the extant literature by using the framework developed by Davis, Schoorman, and Donaldson (1997) to explain how social entrepreneurs can use situational mechanisms to influence the psychological mechanisms of internal stakeholders, thereby creating a stewardship culture that results in an effective succession process.The Social Entrepreneur and SuccessionSocial entrepreneurship is an emerging field of inquiry (Short, Moss, & Lumpkin, 2009) that is still at a pre-paradigmatic stage without an agreed upon definition (Zahra, Gedajlovic, Neubaum, & Shulman, 2009). Broader conceptualizations suggest that social entrepreneurship \"encompasses the activities and processes undertaken to discover, define, and exploit opportunities in order","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"44 1","pages":"93"},"PeriodicalIF":0.0,"publicationDate":"2015-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77326213","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 Temporal Dynamics of Firm Emergence by Team Composition: Examining Top-Performing Solo, Family, and Team-Based Startups","authors":"Enrique Nunez","doi":"10.9774/gleaf.3709.2015.ap.00007","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ap.00007","url":null,"abstract":"IntroductionFirm emergence is the \"the temporal sequence of events or activities that occur as entrepreneurs create a new business\" (Liao & Welsch, 2008) and includes the types of venture creation actions that all nascent entrepreneurs initiate in attempting to launch a firm, such as: obtaining resources, developing new products, seeking funding, and making sales. Yet, the temporal dynamics of firms during this gestation period are not well understood. Some scholars have argued that firms emerge through a relatively sequential series of somewhat predictable phases (Churchill & Lewis, 1983; Galbraith, 1982; Gartner & Starr, 1993). An alternative perspective argues that the gestation period is a disorganized assortment of startup activities (Korunka, Frank, Lueger, & Mugler, 2003; Liao, Welsch & Tan, 2005) and point to the relative insignificance of startup activity timing (Carroll & Hannan, 2000). As a result, some scholars judge the completion of a series of startup activities a useful method by which to evaluate whether firms are emerging (e.g. Block & MacMillan, 1985; Carter, Gartner, & Reynolds, 1996; Manolova, Edelman, Brush & Rotefoss, 2012). Yet, the point at which a series of startup activities results in the creation of a new firm can be difficult to determine (Reynolds & Miller, 1992). As a result, in our study, we adopt the view that advocates for quantifying the achievement of a succession of startup activities as the method by which to gauge firm emergence. The type of enterprise may also have bearing on firms' emergent growth and trajectory, as the dynamics at play within firms started by individual entrepreneurs may impact firm emergence differently than within those firms started by a plurality of founders. Similarly, startups founded by teams composed of non-family members may emerge in a different manner than those started within families. Our overall interest lies in developing a better understanding of the temporal dynamics of firm emergence during the gestation period, and to help identify what is unique about those new firms with a substantial growth trajectory.In this study, we examine the growth and variation in firm emergence by enterprise type. In this investigation we are led by the research question: Do startups differ in their venture creation process in terms of the levels of firm emergence (i.e. the number of startup activities completed) and in the temporal variation of the emergent change trajectory based on peer group association? To explore this issue, we develop hypotheses for the following sequence of investigative questions that examine the levels of firm emergence over time, the temporal variation of the emergent change trajectory, and determine if the firm emergent change differs for groups of firms.To test our hypotheses, we develop longitudinal models that probe the dynamics of emergence by examining firms' successive measurements during the gestation period using a sample drawn from the Panel Study of Ent","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"29 1","pages":"65"},"PeriodicalIF":0.0,"publicationDate":"2015-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74909190","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":"Managing the Spin-Off Process: A Case Study from the United Arab Emirates","authors":"M. Al-Saad, S. Abdallah","doi":"10.9774/gleaf.3709.2015.ap.00004","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ap.00004","url":null,"abstract":"IntroductionWith the aim to diversify market shares in different sectors, companies in emerging marketplaces often consider spin-offs as a practical business solution to achieve their economic goals (Yoon & Ariff, 2007). Spin-offs thus play an increasingly important role in the development and growth of different industries (Clarysse & Van de Velde, 2006). Generally, the notion of a spin-off is an economic and strategic term with objectives to help companies to improve efficiency, gain more market opportunities and meet the needs of market growth (Kim, 2011; Chu, Teng, Lee, & Chiu, 2009). Spin-offs are usually founded by well-educated and experienced employees and often produce different types of products or services which are similar but not directly related to those of the parent company (Klepper & Sleeper, 2005). As such, \"spin-off\" is defined as an organization's new separated unit (Pyo, 2007) that works in a cross industry not related to the parent company (Abardanell, Bushee & Raedy, 2003).From an economic standpoint, many companies find it profitable to break up specialized sections in order to perform better and expand from the parent organization's core business. Researchers have even suggested that a spin-off survives longer than a normal start-up because it is a simpler way to transfer assets (tangible and intangible) to new firms that use or mobilize them more effectively (Siddiqi & Warganegara, 2003). However, as most companies seek to measure the financial growth of the spin-off units (Garvin, 1983; Woo, Willard & Daellenbach, 1992) and evaluate the spin-off process or maximize their share values (Block, 2009; Rosenfeld, 1984; Yoon A Elfring & Foss, 1997; Yoon & Ariff, 2007), which in turn could avoid risks and potential losses from those nonstrategic units (Tubke, 2005). Some researchers tried to define and identify the liabilities that arise by spin-off creation and how to resolve them (Larson, 1992). Other studies suggest governmental regulation as a motivator for spin-off decision (Bekkers, Gilsing & Van der Steen, 2006), while the importance of individual characteristics and other factors that help or lead to spin-off establishment are also highlighted (Ismail, Mason, Cooper, Wan Omar, & Abdul Majid, 2010). Evidently, little attention is paid to the parent company's support and spin-off teams' skills and knowledge, two factors that are embedded within spin-off units (Landry, Amara & Saihi, 2007) and essential for the spin-off units' future survival and success (Tubke, 2005; Chu et al., 2009).Therefore, the aim of this paper is to close this knowledge gap by providing insights into the relationships between spin-off teams' skills and knowledge, the parent company's support and the spin-off process. The creation and management of spin-off units require different skills and capabilities from the typical process of creating a regular company (Ismail, Wan Omar, & Abd Aziz, 2012). With little empirical knowledge in this research area","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"1 1","pages":"8"},"PeriodicalIF":0.0,"publicationDate":"2015-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83707347","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":"Better and Faster: The Proven Path to Unstoppable Ideas","authors":"Foster B. Roberts","doi":"10.9774/gleaf.3709.2015.ap.00014","DOIUrl":"https://doi.org/10.9774/gleaf.3709.2015.ap.00014","url":null,"abstract":"Jeremy Gutsche Better and Faster: The Proven Path to Unstoppable Ideas Crowne Business, 2015, $ 18.63 (Hard cover), 249 pagesNASCENT AND ESTABLISHED ENTREPRENEURS' success hinges upon their ability to identify and analyze potential opportunities. Opportunity recognition is typically described as a creative process in which opportunity seekers envision what can exist through innovation. In addition, for innovation to represent true opportunities, such innovation must meet needs or solve well defined problems found in the market. Unfortunately many times aspiring entrepreneurs pursue opportunities resulting in failure. While these failures provide entrepreneurs valuable learning experiences, many times they come at great costs, not only financially but also emotionally. This begs the question, how can aspiring entrepreneurs identify ideas that truly represent fruitful opportunities? James Gutsche offers insights to uncovering valuable opportunities in his latest book, Better and Faster: The Proven Path to Unstoppable Ideas.James Gutsche is the founder and CEO of Trend Hunter, an online community devoted to identifying trends. Trend Hunter has over 155,000 members and is described by Gutsche as \"a place for insatiably curious people to share ideas and get inspired.\" Not only does Trend Hunter provide a venue for sharing ideas, but also the company also analyzes the potential of ideas. In fact, Gutsche explains in his book that Trend Hunter has analyzed over 250,000 ideas by testing ideas on thousands of potential customers. In his book, James Gutsche offers advice on how individuals can overcome their self-imposed limitations and become more cognizant of trends in the environment which can lead to \"unstoppable ideas.\"In Better and Faster: The Proven Path to Unstoppable Ideas, Gutsche explains that successful idea generation requires a shift from a farmer to a hunter mentality, suggesting that individuals break from routinely repeating behaviors that have worked over time and focus on \"hunting\" the possible. He further contrasts a farmer mentality, characterized by three traps: complacency, repetition, and protectiveness, with a hunter mentality driven by insatiability, curiosity, and willingness to destroy. Specifically, he suggests that \"complacency blocks curiosity, repetition prevents experimentation, and protectiveness impairs our ability to see potential\" (Gutsche, p. 44). After describing the self-imposed limitations to creative idea generation and the \"hunter\" mentality that should be adopted to overcome such limitations, Gutsche then identifies six patterns of opportunity.The first pattern Gutsche identifies is convergence, which involves \"creating a winning business by combining multiple products, services or trends\" (p. 61). He emphasizes that convergence can represent the clearest path to developing successful new ventures with the potential of creating new industries, however poorly conceived convergence is the quickest path to failure.T","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"32 1","pages":"133"},"PeriodicalIF":0.0,"publicationDate":"2015-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84236837","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 Social Network Analysis Approach to Strengthening Nonprofit Collaboration","authors":"N. Kapucu, Fatih Demiroz","doi":"10.9774/GLEAF.3709.2015.JA.00007","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.JA.00007","url":null,"abstract":"IntroductionBuilding capacity and expanding services are difficult tasks for nonprofits, particularly if they are younger and smaller. The administrative and financial tasks and delivery of services can easily overwhelm administrators and volunteers. Nonprofits can be established and dissolved easily especially when they lack the human, intellectual, social, and physical capitals necessary to develop and sustain an organization. Capacity building efforts help them reach the missing components for their survival and growth; yet, most of the time they need external support for building capacity (Kapucu, 2012; Kapucu, Augustin, & Krause, 2007).There are different capacity building opportunities for nonprofits helping for better service delivery. Federal, state, and local governments act as nonprofit incubators and provide financial and physical resources, and management consulting via various programs (Hu, Kapucu, & O'Bryne, 2014). Furthermore, nonprofits develop capacity through the collaborative ties they build with their environment. There is a rich literature on the relationship between nonprofits and their environment. Nonprofit organizations' formal and informal ties with the public organizations and other nonprofits help them gain legitimacy, access additional resources, and build capacity over time (Gazley, 2008; Guo & Acar, 2005).Collaborative ties are not formed in a vacuum and understanding the factors influencing how nonprofits build collaborative ties can set the ground work for devising better managerial decisions. There are studies examining the collaboration between government agencies and nonprofits (Gazley & Brudney, 2007), preferential attachments patterns of nonprofits (Guo & Acar, 2005; Harrow, 2011), and collaborative dyadic tie building patterns of nonprofits in general, or relationship between bigger nonprofits and smaller ones (Guo & Acar, 2005). In this study, we concentrate on the collaborative relationships among small nonprofits and try to explain some of the predictors of their collaborative tie building. The literature on collaborative tie building highlights two major predictors: past collaborations and friendships (Isset & Provan, 2005). Following the footsteps of the earlier studies, we examine the role of past collaborations and friendship on new collaborations for small and younger nonprofits. Specifically, in this study, we try to answer the following research question: what relative roles do informal (friendship) ties and past collaboration ties play in the formation of new ties between small nonprofits and their environment? Given the study's focus on collaborative network ties, practitioners and researchers of nonprofit managers could use the findings in understanding how to foster organizational ties with the environment and enhance organizational capacity.We examined small nonprofit organizations in Florida that participated in Strengthening Communities Funds (SCF), a federally funded project aiming to incre","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"4 1","pages":"87-101"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87565674","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":"Factors Motivating Female Entrepreneurs in Kuwait","authors":"A. Mutairi, F. Fayez","doi":"10.9774/GLEAF.3709.2015.JA.00005","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.JA.00005","url":null,"abstract":"IntroductionKuwait is a small country. According to World Bank statistics for 2013, the Kuwaiti population reached 3.37 million persons. The number of Kuwaitis is 1.039 million, while the rest are non-Kuwaitis. Kuwaiti society shares its Islamic religion, Arabic language, economic status, and identity, but it has maintained a culturally unique position among Arab and Islamic countries with its different social, political, and cultural views. In the last three decades, females have played an active role in the country's economic and social development. Kuwaiti females have become teachers, engineers, doctors, ambassadors, business women, lawyers, managers, administrators, and government ministers at various levels (Tetreault, 2001). In short, it is fair to say that Kuwaiti females have made noticeable progress toward improving their status and attaining gender equality in the political, social, educational, legal, and medical professions. Yet, only a limited number of female entrepreneurs are to be found. Hence, female entrepreneurship is attracting special research attention among scholars. The initial concern in previous research was whether a difference exists between males and females in terms of personal values or strategies that affect their entrepreneurial performance.Empirical studies have shown that female entrepreneurs play a significant role in fostering the economic and social development of society. They show that women benefit from family support in starting their business. The studies also show that the most significant barriers are lack of financial support and lack of acceptance of the idea by parents. It is shown that female entrepreneurs who run small businesses are related to traditional female roles' in the work area.The purpose of this study is to identify factors that encourage or discourage women entrepreneurship in Kuwait and to explore the marketing approaches that women entrepreneurs use to get in touch with customers. Studying female entrepreneurs in Kuwait is important because of the significant increase in their participation in higher education. Moreover, they are playing a growing role in the social and economic development of Kuwait by offering new jobs, reducing the unemployment rate, and raising incomes. A number of Kuwaiti's females who own small and medium sized firms are expected to grow rapidly as a result of the rapid growth in the higher education of females.The article is organized as follows: The next section reviews the literature and previous studies. A brief description of the research methodology is presented in section 3. While the findings and results are discussed in section 4, the conclusion, limitations and directions for future research are all offered in the last section.Literature ReviewAn entrepreneur is a person who tolerates risks and initiates something new (Hisrich, Peters & Shepherd, 2012) and is the individual who discovers the opportunity for creating profit-making businesses (Pun, 201","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"24 1","pages":"50-68"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76982344","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 Virgin Way: Everything I Know about Leadership","authors":"Courtney Mitravich","doi":"10.9774/GLEAF.3709.2015.JA.000010","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2015.JA.000010","url":null,"abstract":"The Virgin Way: Everything I Know about Leadership Sir Richard Branson Penguin Group (USA) LLC (2014) 352 Pages, Hardcover, $29.95Have you ever envisioned working for a company where the sky is literally the limit, and your boss is standing next to you encouraging you to jump head first into the unknown? Do you thrive on unconventional approaches to business, people management, and organizational leadership? Do you dare to dream big? If you answered yes to any, or all, of these questions, then this book may be the motivation that you need to take the next step. \"Screw it, let's do it!\" is the approach that the ingenious Sir Richard Branson takes in his brilliantly entertaining handbook for leadership and management The Virgin Way: Everything I Know about Leadership. Author of more than a dozen books on business and entrepreneurship, Sir Richard Branson has no qualms about openly discussing some of his most legendary successes, epic failures, and all of the vitally important lessons that he learned along the way.Branson began to build his commercial empire at the age of sixteen after dropping out of school to pursue his entrepreneurial dreams. More than four decades later, his reign extends over more than one hundred entities that comprise the Virgin Group. The Virgin Way: Everything I Know about Leadership provides the reader with an inside look at Branson's unconventional approach to leadership which can be summed up into four major categories that have impacted the way that he has triumphantly conducted business. Part One, entitled LISTEN, begins with and introduction to Branson's early history as an entrepreneur and discusses how his upbringing encouraged him to pursue his dreams and never question his instincts. He then transitions to topics of great importance such as the art of active listening, customer service and satisfaction, the finely honed craft of \"K-I-S-S\" (keep it simple stupid) - why less is often more, and ends the section with a candid discussion on why the majority of all corporate mission statements are anything but inspirational on virtually all levels. This section is a phenomenal icebreaker for this book, and really gets the reader prepped for the underlying issues that Mr. Branson raises throughout the remainder of the book. Section Two (LEARN), Section Three (LAUGH), and Section Four (LEAD) all follow suit using Branson's real life anecdotes to further explore topics that are essential to leadership in the 21st century. He delves into meaningful issues in such areas as hiring the \"right employees\", creating a strong corporate culture, collaboration, and decisionmaking.The Virgin Way: Everything I Know about Leadership is a very straightforward and lighthearted management and leadership guide that is overflowing with valuable narratives and real life experiences from the well-known Sir Richard Branson. Branson's charismatic personality and zest for life added a personal touch to this book that few business periodical auth","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"121 1","pages":"111-112"},"PeriodicalIF":0.0,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78166888","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}