Business Horizons最新文献

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Inside front cover - ed board

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-02-13 DOI: 10.1016/S0007-6813(25)00009-6

引用次数: 0

The power, process, and potential of mapping an entrepreneurial ecosystem 绘制创业生态系统图的力量、过程和潜力

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2023.12.005

Brian J. Bergman Jr.

Fostering an entrepreneurial ecosystem (EE), the set of actors and factors coordinated to encourage entrepreneurial activity and innovation in a particular city or region, has become a focal point in contemporary economic development policy. But cultivating an EE is hard work, especially in places that are underresourced or typically not associated with entrepreneurship and innovation. This can leave motivated communities and their constituents overwhelmed about how and where to begin this lofty endeavor. This article suggests one starting point: creating an entrepreneurial ecosystem map. Uniquely fusing together extensive research on entrepreneurial ecosystems and cartography, this article examines the main elements of an EE and the basics of mapmaking before presenting an eight-step process for mapping an entrepreneurial ecosystem. Beyond articulating a basic process and key considerations for generating an EE map, this article suggests ecosystem maps can create value for a range of actors within and beyond the focal ecosystem and can serve several important roles in developing a community’s EE, aside from pointing entrepreneurs to needed resources. Further, I argue that the exercise of ecosystem mapping is just as—if not more—important than any maps it produces.

培育创业生态系统（EE），即在特定城市或地区协调一系列参与者和因素以鼓励创业活动和创新，已成为当代经济发展政策的一个焦点。然而，培育 EE 是一项艰巨的工作，尤其是在资源不足或通常与创业和创新无关的地方。这可能会让有积极性的社区及其选民对如何以及从何处开始这项崇高的工作感到不知所措。本文建议并指导了一个起点：创建创业生态系统地图。这篇文章独特地融合了对创业生态系统和制图学的广泛研究，概述了创业生态系统的主要元素和制图基础，然后介绍了绘制创业生态系统地图的八步流程。除了阐述绘制创业生态系统地图的基本流程和主要注意事项外，这篇文章还指出，生态系统地图可为重点生态系统内（外）的一系列参与者创造价值，除了为创业者指明所需资源外，还可在发展社区创业生态系统的过程中发挥若干重要作用。此外，本文还认为绘制生态系统图的工作与其产生的任何地图一样重要（如果不是更重要的话）。

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引用次数: 0

Managing foreign business operations in Ukraine in the context of war 在战争背景下管理在乌克兰的外国企业业务

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2024.01.003

Anatoliy Kostruba

The development of foreign businesses is crucial for any nation's prosperity as they bring in valuable investments, international expertise, job opportunities for citizens, tax revenue, and industry growth. However, after the start of Russia’s full-scale invasion of Ukraine in 2022, almost all foreign business operations within Ukraine were suspended; currently, businesses of every sort are in the process of resuming in the face of numerous challenges, including an unstable security situation, damaged infrastructure, disrupted supply chains, and highly unpredictable business conditions. The Ukrainian government lacks the strategic initiatives needed to substantially attract foreign business operations. The primary objective of this article is to examine Ukrainian legislation about foreign business endeavors, particularly focusing on the nuances of investment activities while also investigating the repercussions of military operations on foreign businesses. This article proposes the concept of e-residency as a means to entice foreigners into engaging in business activities within Ukraine, and explores other strategies aimed at attracting individuals from other countries to invest and participate in Ukraine’s business landscape.

外国企业的发展对包括乌克兰在内的任何国家的繁荣都至关重要，因为它们带来了宝贵的投资、国际专业知识、公民就业机会、税收和行业增长。然而，2022 年俄罗斯开始全面入侵乌克兰后，几乎所有外国企业的业务都暂停了。目前，尽管包括外国企业在内的企业正在恢复运营，但仍存在诸多挑战，包括不稳定的安全局势、受损的基础设施、中断的供应链以及极难预测的商业环境。为填补这一空白，笔者在本文中对战前局势进行了比较分析，评估了敌对行动对相关商业环境的影响，并概述了国家政府为改善局势而实施的措施。本文的主要目的是仔细研究乌克兰与外国商业活动相关的立法，尤其侧重于投资活动的细微差别，同时还调查了军事行动对在乌克兰经营的外国企业的影响。此外，我还提出了 "电子居留 "的概念，将其作为吸引外国人在乌克兰从事商业活动的一种手段，并探讨了其他各种旨在吸引其他国家的个人投资和参与乌克兰商业活动的战略。

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引用次数: 0

Pledging of shares by controlling shareholders and implications for foreign institutional investors 控股股东的股份质押及对外国机构投资者的影响

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2024.02.009

Nupur Pavan Bang , Nandil Bhatia , Sougata Ray , Kavil Ramachandran

Offering shares as collateral—that is, share pledging—to avail business or personal loans has increasingly been used as a financing tool by controlling shareholders in developing economies such as India. With the focus on protecting the rights of minority shareholders, pledging of shares has been subject to scrutiny as academicians, regulators, and corporate governance experts have highlighted the detrimental effects of share pledging on the firm. This study raises awareness about share pledging for uninitiated foreign institutional investors (FIIs) looking to invest in developing economies. The study highlights the conditions, including motivation to pledge, degree of ownership, and quantum of pledge, under which share pledging may be appropriate and when it may benefit the FIIs. We distinguish between pledging under different conditions and the implications arising under the outlined scenarios for FIIs. Our analysis provides potential investors with a comprehensive overview of pledging and of its possible consequences for the firm. The study urges investors to take a more nuanced view of pledging rather than painting all of it with the same negative stroke.

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引用次数: 0

Inside front cover - ed board

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/S0007-6813(24)00166-6

引用次数: 0

Meeting load paradox: Balancing the benefits and burdens of work meetings 会议负荷悖论:平衡工作会议的利益和负担

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2023.10.002

Alexander C. Romney , Joseph A. Allen , Zahra Heydarifard

Work meetings are a significant part of professional life and have increasingly become a vehicle for organizations to get work accomplished. Recently, virtual meetings have become a more prominent feature of employees’ work lives, and scholarly attention to the changing nature of work-meeting dynamics has increased in tandem. Unsurprisingly, these circumstances have increased the number of meetings individuals participate in and the number of mediums through which these meetings occur. In this article, we introduce the meeting load paradox: increased meetings allow employees to better contribute to their organizations while consuming more of their personal resources. As such, an increased meeting load is only effective up to a certain threshold. To demonstrate this empirically, we conducted a field study with 199 full-time employees, providing initial evidence of one manifestation of the meeting load paradox (i.e., meeting participation, engagement, and creative performance increase as meeting load increases curvilinearly, creating an inverted U-shape effect). We find that a virtual medium increases the curvilinear effect while employee conscientiousness flattens the curvilinear effect. We discuss the important implications of these findings and ways employees and managers can navigate the meeting load paradox to thrive amid the proliferation of workplace meetings.

工作会议是个人职业生活的重要组成部分，并日益成为组织完成工作的工具。最近，虚拟会议已经成为员工工作生活的一个更突出的特征，学术上对工作会议动态变化性质的关注也在增加。不足为奇的是，这些情况增加了个人每天参加的会议数量以及这些会议通过的媒介数量。在本文中，我们引入了会议负荷悖论:增加员工参加会议的次数为他们为组织做出更多贡献提供了重要途径，同时也消耗了更多的个人资源。这样，增加的会议负荷只在一定阈值内有效。为了从经验上证明这一点，我们对199名全职员工进行了实地研究，提供了会议负荷悖论的一种表现形式的初步证据——会议参与、敬业度和创造性表现随着会议负荷的曲线增加而增加，形成了倒u型效应。此外，我们发现虚拟媒介增加了曲线效应，而员工责任心使曲线效应变平。我们讨论了这些发现的重要意义，以及员工和管理者如何应对会议负荷悖论，以确保他们在工作场所会议的激增中茁壮成长。

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引用次数: 0

Answering the three pivotal questions of why, how, what: Advice for authors

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2024.09.005

Idalene F. Kesner

引用次数: 0

Content creators at a crossroads between decentralized and centralized social media 内容创作者面临分散式社交媒体的十字路口

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2024.04.010

Hamid Khobzi , Ana Isabel Canhoto , Mohammad Sadegh Ramezani

Social media has become an important channel and source of income for content creators. However, the owners of centralized social media platforms may engage in practices and make decisions related to monetization, content moderation, and privacy and security, which may be detrimental to content creators’ earning potential and long-term success. As such, this article investigates the extent to which new types of social media platforms may address those three challenges due to their decentralized nature. Specifically, we analyze the potential and limitations of federated vs. blockchain-based social media platforms as platforms for content creators and provide recommendations for content creators. Given the role of user-generated content in the success of social media platforms, we also provide directions for research and development of decentralized social media to increase their relevance for content creators.

引用次数: 0

Seven recommendations for managing projectification 管理项目的七条建议

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2023.10.001

Steve Lovett , Taiwo Abraham , Joo Jung

Over the past half-century, projects and project-based work have become more and more important to organizations. This may be inevitable due to the increasing volatility, uncertainty, complexity, and ambiguity of our modern world. Many organizations routinely use project structures to develop new products, enter new markets, or upgrade IT systems, for example. A project is a set of tasks aimed at achieving a specific outcome, and a project structure is a temporary structure within which the tasks are performed. Projectification is a process of change whereby organizations increasingly adopt a project way of work. Hence, a projectified organization becomes a hybrid of temporary structures managed as projects and permanent structures managed as functions or departments. Projectification has many downsides, some of which stem from increased organizational complexity. Still, projectification fosters innovation and change, making it a necessary feature in many modern organizations. Ideally, projectification should be done gradually, and it requires significant changes throughout the organization. In this article, we present seven recommendations for senior managers in projectifying organizations.

在过去的半个世纪里，项目和基于项目的工作对组织来说变得越来越重要。这可能是不可避免的，因为我们现代世界的波动性、不确定性、复杂性和模糊性日益增加。例如，许多组织经常使用项目结构来开发新产品、进入新市场或升级IT系统。项目是一组旨在实现特定结果的任务，而项目结构是执行任务的临时结构。项目化是一个变化的过程，组织越来越多地采用项目工作方式。因此，一个项目化的组织变成了作为项目管理的临时结构和作为职能或部门管理的永久结构的混合体。项目化有很多缺点，其中一些源于增加的组织复杂性。尽管如此，项目化促进了创新和变革，使其成为许多现代组织的必要特征。理想情况下，投影应该逐步完成，并且需要在整个组织中进行重大更改。在这篇文章中，我们为项目化组织的高级管理人员提出了七条建议。

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引用次数: 0

Beyond the ephemeral: Scaling experiences through productization

IF 5.8 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2025-01-01 DOI: 10.1016/j.bushor.2024.04.015

Louis-Etienne Dubois , B. Joseph Pine II , Janne Harkonen

Experiences have gained significant relevance in recent years. People now favor memorable experiences over tangible goods or intangible services, so experiences generally offer companies the prospect of both enhanced profit margins and improved reputations. Millennials and Generation Z consumers now fuel the growth of the experience economy. Yet the individualized, resource-intensive, and ephemeral nature of well-designed experiences makes them inherently harder to compress or to replicate at scale, thereby limiting productivity gains. This article highlights how some companies have successfully overcome this issue by standardizing experiences and making them more product-like. These simplified experiences still deliver emotional value for consumers but require far fewer company resources. Drawing from the productization literature, we break down the process and provide advice for developing experiences that can be both commoditized and customized.

引用次数: 0

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