D
Donald S. Siegel
Researcher at Arizona State University
Publications - 237
Citations - 40796
Donald S. Siegel is an academic researcher from Arizona State University. The author has contributed to research in topics: Entrepreneurship & Corporate social responsibility. The author has an hindex of 72, co-authored 230 publications receiving 36549 citations. Previous affiliations of Donald S. Siegel include Rensselaer Polytechnic Institute & University of California, Riverside.
Papers
More filters
Posted Content
Guest Editors' Introduction Corporate Social Responsibility: Strategic Implications*
TL;DR: In this paper, a variety of perspectives on corporate social responsibility (CSR) are described, which are used to develop a framework for consideration of the strategic implications of CSR. Based on this framework, an agenda for additional theoretical and empirical research on CSR is proposed.
Journal ArticleDOI
The impact of investment in IT on economic performance: Implications for developing countries
TL;DR: In this paper, the authors review quantitative and qualitative research on the impact of IT on economic performance in developed and developing countries and find evidence of a strong positive correlation between IT and economic performance, as well as IT-induced changes in workforce composition in favor of highly skilled or educated workers.
Journal ArticleDOI
An emerging ecosystem for student start-ups
TL;DR: In this paper, the authors develop a framework to understand the ecosystem required to enable students to launch successful startups, including university mechanisms to facilitate student entrepreneurship, along with a continuum of involvement from pre-accelerators through to accelerators; the involvement of a variety of entrepreneurs, support actors and investors.
Journal ArticleDOI
Generating science-based growth: an econometric analysis of the impact of organizational incentives on university–industry technology transfer
Albert N. Link,Donald S. Siegel +1 more
TL;DR: In this paper, the authors evaluated the impact of organizational incentives on the effectiveness of UITT and found that universities having more attractive incentive structures for UITT, i.e., those that allocate a higher %age of royalty payments to faculty members, tend to be more efficient in technology transfer activities.