The literature on “entrepreneurial opportunities” has grown rapidly since the publication of Shane and Venkataraman (2000). By directing attention to the earliest stages of development of new economic activities and organizations, this marks sound redirection of entrepreneurship research. However, our review shows that theoretical and empirical progress has been limited on important aspects of the role of “opportunities” and their interaction with actors, i.e., the “nexus”. We argue that this is rooted in inherent and inescapable problems with the “opportunity” construct itself, when applied in the context of a prospective, micro-level (i.e., individual[s], venture, or individual–venture dyad) view of entrepreneurial processes. We therefore suggest a fundamental re-conceptualization using the constructs External Enablers, New Venture Ideas, and Opportunity Confidence to capture the many important ideas commonly discussed under the “opportunity” label. This re-conceptualization makes important distinctions where prior conceptions have been blurred: between explananda and explanantia; between actor and the entity acted upon; between external conditions and subjective perceptions, and between the contents and the favorability of the entity acted upon. These distinctions facilitate theoretical precision and can guide empirical investigation towards more fruitful designs.

Entrepreneurial opportunities and the entrepreneurship nexus : a re-conceptualization

Ease of use and usefulness are believed to be fundamental in determining the acceptance and use of various, corporate ITs. These beliefs, however, may not explain the user’s behavior toward newly emerging ITs, such as the World-Wide-Web (WWW). In this study, we introduce playfulness as a new factor that reflects the user’s intrinsic belief in WWW acceptance. Using it as an intrinsic motivation factor, we extend and empirically validate the Technology Acceptance Model (TAM) for the WWW context. # 2001 Elsevier Science B.V. All rights reserved.

/pdf/beyond-the-usefulness-and-ease-of-use-extending-the-tam-for-2r69uxvmta.pdf

Beyond the Usefulness and Ease of Use : Extending the TAM for a World - Wide - Web Context

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Companies increasingly communicate about corporate social responsibility (CSR) through interactive online media. We examine whether using such media is beneficial to a company's reputation. We conducted an online experiment to examine the impacts of interactivity in CSR messages on corporate reputation and word-of-mouth intentions. Our findings suggest that an increase in perceived interactivity leads to higher message credibility and stronger feelings of identification with the company, which also boost corporate reputation and word-of-mouth. This result implies that using interactive channels to communicate about CSR can improve corporate reputation. Our results also show that the detrimental impacts of negative user evaluations on corporate reputation are much higher than the favorable impacts of positive evaluations. This finding suggests that, despite the effectiveness of interactive communication channels, firms need to carefully monitor these channels.

The Impact of Interactive Corporate Social Responsibility Communication on Corporate Reputation

J Organ Behav. 2019;40:779–782. Summary In our introduction to this special issue on understanding knowledge hiding in organizations, we provide some context to how andwhy this phenomenon should be studied. We then describe the five articles that comprise the special issue, and we note some common themes and divergences in this collection. Our introduction concludes with some suggestions for future research on knowledge hiding in organizations.

https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2407

Understanding Knowledge Hiding in Organizations

The significance of managing and sharing employee knowledge for successful organizational change, innovation, and for sustainable advantage has indeed been suggested by research since the last few decades. Despite numerous attempts to foster the sharing of knowledge in organizations, employees may not always be willing to share knowledge attributed due to personal beliefs or situational constraints leading to hiding of knowledge. This article provides a theoretical basis by identifying and illustrating the present and the possible myriad of knowledge hiding (KH) events by employees within organizations.,Drawing literature from numerous sources, this paper adopts synthesis and provides a review of the literature and proposes framework.,This paper identifies six broad drivers which may lead to KH, including: driven by situation explain the reason for unintentional hiding as a result of performance and competition leads to individual to have a motive to hide knowledge, driven by psychological ownership leads to controlled hiding, driven by hostility and abuse by employees or managers leads to victimized hiding and lastly driven by identity and norms leads to favoured hiding. Furthermore, this study uncovers three potential future events, which need managerial attention: negative reciprocity, influenced disengagement and perceived disengagement.,This paper also offers new insights to managers to understand the present events and foresee the possible reasons about the KH behaviour and how they can strategize to reduce these events and undergo organizational change.

/pdf/why-should-i-share-knowledge-with-others-a-review-based-2topgufea7.pdf

Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

https://research.tees.ac.uk/ws/files/9950215/JBR_KH_accepted.pdf

The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis

Product innovation in entrepreneurial firms: How business model design influences disruptive and adoptive innovation

/pdf/towards-the-customers-intention-to-use-qr-codes-in-mobile-3xlblmy29r.pdf

Towards the Customers' Intention to Use QR Codes in Mobile Payments

Telling “white lies” within the entrepreneurial firm: How rationalized knowledge hiding between founder CEO and founder CTO influences new product development

At present, scholarly research on corporate social responsibility (CSR) is one of the hot issues in strategy since CSR is related to taking responsibility for stakeholders under the condition of maximizing the interests of company's stockholders. Taking the view of the Chinese market, this concept has been important and numerous local enterprises and multi-corporations have made actions and progress in this area for strategy. This article is focused on the case study of the Samsung company, which further investigates how well the firm performs in practicing CSR in the Chinese market and how consumers perceive its CSR activities. Samsung with local Chinese tactics combines the strategies of its firm in order to strengthen the company's competition and reputation in society. Furthermore, managers of Samsung have also been interviewed to ascertain how they deal with social responsibility. In order to identify the impacts of CSR activities, 365 valid questionnaires collected. Finally, the data analysis and recommendations for Samsung have been discussed in detail. The finding shows that first, the Samsung Galaxy Note 7 accidents with fire and explosion have negative influenced people's purchase intentions of its other phone series. Second, Samsung's social responsibility activities are beneficial to the firm's reputation and the company should promote customer rights visible to consumers and the society. It is interesting to point out that Samsung's corporate social responsibility activities have positive influences in customers' willingness-to-pay for its phones have been overturned in this case study. Implementing CSR activities is important to the firm's strategy.

Chang Xiong

Papers

The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis

Product innovation in entrepreneurial firms: How business model design influences disruptive and adoptive innovation

Towards the Customers' Intention to Use QR Codes in Mobile Payments

Telling “white lies” within the entrepreneurial firm: How rationalized knowledge hiding between founder CEO and founder CTO influences new product development

The Strategic View and Development of Corporate Social Responsibility: The Case Study of Samsung