Narratives in entrepreneurial ecosystems: drivers of effectuation versus causation

This paper introduces narratives in entrepreneurial ecosystems as drivers of effectuation vs. causation. Drawing on 43 interviews with successful players in Silicon Valley, Munich, and Singapore, we found ecosystem-specific narratives indicate what is common, appropriate, and successful in each ecosystem, and these narratives encourage either effectuation or causation. Our findings indicate that the narratives in the ecosystem in Silicon Valley facilitate effectuation, in Munich causation, and in Singapore a cautious balance of both. Our research suggests that narratives can explain mechanisms how ecosystems influence entrepreneurship: the national culture, market characteristics, available resources, and networks in an ecosystem spark ecosystem-specific narratives, which in turn shape tendencies towards effectuation and causation. Thereby, we introduce a new ecosystem-focused perspective on predictors of effectuation and causation.

An examination of artefacts in market-oriented firms

Purpose The purpose of this paper is to examine the nature and influence of artefacts in market-oriented firms. Design/methodology/approach Document analysis, direct observation and 14 key informant interviews were undertaken in 6 case study of companies. Findings The research investigated the nature and influence of four categories of artefacts in market-oriented firms, specifically, stories, arrangements, rituals and language. The four categories of artefacts were found to embody, reinforce, create and compliment the values, norms and behaviours of a market-oriented culture. Market-oriented artefacts are thus core to a market-oriented culture and in developing a market orientation. Research limitations/implications The four categories of artefact, namely, stories, arrangements, rituals and language embody a market-oriented culture; these artefacts are necessary to implement market-oriented behaviours. Artefacts play a significant cultural and behavioural part in creating a market-oriented culture. Practical implications To be a market-oriented firm means implementing a market-oriented culture. This paper requires managers to assess the degree to which they have developed and used market-oriented artefacts in the establishment and strengthening of a market-oriented culture. Originality/value This paper addresses the limited understanding of market-oriented artefacts as an element of a market-oriented culture.

Promotion of Polish Cinema Abroad as an Element of Nation Branding. Case Study of “Cold War” (2018) by Pawel Pawlikowski

The subject of this article is nation branding in the culture market, namely the role cinematography plays in creating a nation brand. Sustainability and sustainable development in the film industry is conditioned by variety in cultural promotion channels. The aim of the authors is to prove that appropriately organised cinematography promotion abroad can positively influence the image of a given country. The first section deals with the relationship between media and sustainable development, as well as with theoretical definitions of branding and the nation brand. Subsequently, cinematography in the context of branding is discussed. The core of this work is a case study of film promotion abroad from the institutional perspective of the Polish Film Institute. The promotional strategy for “Cold War” (2018) directed by Paweł Pawlikowski has been analysed, as this motion picture is considered one of the biggest successes of post-1989 Polish cinematography. Factors positively influencing its popularity were analysed alongside their influence on the general perception of Polish cinema abroad. Based on the results of empirical studies, the authors present their discussion of the functional state and the role of Polish cinematography on the global circuit, as well as attempt to verify its importance in relation to sustainability.

The role of ecosystem for entrepreneurship development in Sudan

PurposeThe components of the ecosystems differ from one ecosystem to another. The purpose of this paper is to identify the components of entrepreneurial ecosystem and investigate its role in entrepreneurship development in the Sudanese manufacturing sector.Design/methodology/approachThe current study is explanatory in nature and designed to be cross-sectional, using a quantitative approach. Questionnaires were used to collect data from a stratified sample, ten industrial subsectors drawn from the total population of the study. It includes 106 manufacturing firms, all located in Khartoum State. Data are analyzed with help of exploratory factor analysis and multiple regression model. .FindingsAmong the major findings is that the relationship between the entrepreneurial ecosystem and entrepreneurship development was found to be significant in six factors, namely: finance, government policy, human capital, infrastructure, research and development and innovation and regulatory framework, whereas it was insignificant in three factors, namely; culture, market and support services. These former factors explain 65.8% of the variation in entrepreneurship development.Research limitations/implicationsThe cross-sectional nature of the study entails that its conclusions be limited to relevant parties.Practical implicationsIn conclusion, a broad process to develop entrepreneurship ecosystem initiatives is proposed alongside the crucial roles that governments and other stakeholders should play.Originality/valueThis paper provides the most influential factors in the entrepreneurial ecosystem in Sudan. The study will be among the first studies that focuses on evaluating the existing entrepreneurial ecosystem in Sudan, given that relatively little systematic efforts have been devoted to examine the relationship between ecosystem and entrepreneurship development in Sudan.

Identifying organizational variables to the implementation of horizontal strategy in conglomerates

PurposeThe paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.Design/methodology/approachA survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.FindingsThe results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.Research limitations/implicationsThe major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.Originality/valueThis study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.

Research on Holiday Sales: behavior, motives and attitude of buyers to Black Friday. (Review)

The review discusses approaches to describing Black Friday, the annual sales day, which originated in the United States and has spread around the world. The textanalyzes the attitude of buyers to Black Friday, their behavior during the days of sales, rituals and emotions related to partaking in this «festivals of consumption». Black Friday is seen as part of the consumption culture, market relations, and capitalism.

Moulding Malvolio into Modern Adaptations of “Twelfth Night”

This paper explores how target-audience expectations and generic limitations on modern, mass-culture adaptations of Shakespeare’s comedy Twelfth Night mould the characterization of his officious steward Malvolio, and dictate the degree of centrality that his subplot holds in each different version. A trans-generic application of Shlomith Rimmon-Kenan’s work on characterization will expose how the character of Malvolio is constructed and presented, first in the original play and then in three modern adaptations of Twelfth Night into different popular genres. The works selected for contrastive analysis with the original play each represent different generic fields found on today’s mass-culture market – romance fiction, teen cinema and the web-comic. Respectively, they are: The Madness of Love, a contemporary romance novel by Katharine Davies, published in 2005; She’s the Man, a Hollywood teen film directed by Andy Fickman in 2006; and a web-comic retelling of Twelfth Night by Mya Lixian Gosling, which was published on her website Good Tickle-Brain Shakespeare in 2014.

Analisis budaya dan hambatan organisasi pada Bank “X” di Bandung

Culture and blockage is one of the important elements in company life, because it can make a significant contribution to the success or failure of an organization. The model used to assess the organizational culture is the Organizational Culture Assessment Instrument (OCAI) by Cameron & Quinn. This model has four cultural types (clan, adhocracy, market, and hierarchy) and of the four cultural has 6 dimensions (dominant characteristic, organizational leadership, management of employee, organizational glue, strategic emphases, and criteria for success. Organizational blockage style is using Unblocking Organizational Questionnaire (UOQ) by Francis & Woodcock. This model has 14 blockages in organization (unclear aims, unclear values, inappropriate management philosophy, lack of management development, confused organizational structure, inadequate control, inadequate recruitment and selection, unfair rewards, poor training, lack of personal development, inadequate communication, poor teamwork, low motivation, and low creativity). In collecting the data, the sample used is 28 people by distributing questionnaires. The results of this study it was found that Bank “X” adopted adhocracy cultural. However, for the next five years they are expected to have a combination of different cultures namely market and clan culture. Market cultural dimensions will be the main focus in the next five years to improve target achievement. This cultural profile picture can be use as input for corporate to policy making to create organizational culture that compatible with the corporate’s vision dan mission. And for the result of blockage organization in the utilization of Human Resources in Bank "X" are poor trainning, unfair rewards and low creativity.