Academy of Management Executive
Опубликовано на портале: 15-12-2002Maurice E. Schweitzer, Jeffrey L. Kerr Academy of Management Executive. 2000. Vol. 14. No. 2. P. 47-57.
Managers consume alcohol across a broad range of organizational contexts. In many cases, alcohol is consumed with little or no consideration of the risks or benefits involved. This paper identifies hazards of managerial drinking, as well as the role alcohol can play in developing relationships. It is argued that the decision to consume alcohol should be made rationally and strategically, and advice is offered for managers setting corporate policy or making individual decisions to consume alcohol.
Опубликовано на портале: 15-12-2002Robert A. Baron, Gideon D. Markman Academy of Management Executive. 2000. Vol. 14. No. 1. P. 106-116.
Why are some entrepreneurs so much more successful than others in starting new ventures? Previous efforts to answer this question have generally focused either in the personality traits of susceptibility to various cognitive errors of individual entrepreneurs, or on such external factors as the number of competing businesses. It is suggested that entrepreneurs' social skills - specific competencies that help them interact effectively with others - may also play a role in their success.
Опубликовано на портале: 15-12-2002Mike W. Peng, Stanislav V. Shekshia Academy of Management Executive. 2001. Vol. 15. No. 1. P. 95-110.
Entrepreneurship has been flourishing in the transition economies of Central and Eastern Europe, the newly independent state of the former Soviet Union, and East Asia. Entrepreneurs in these countries are characterized by their sheer energy, relentless strategies, and sometimes controversial practices. How can entrepreneurs rise to crate wealth in environmental traditionally hostile to entrepreneurial activity? What can be learned from such an experience? Focusing on these 2 key questions, this article draws on research from a broad range of transition economies to identify 3 major entrepreneurial strategies of prospecting, networking, and boundary blurring. It also delineates important lessons for entrepreneurs active in transition economies and foreign entrants interested in these emerging markets.