Entrepreneurship and Innovation Today

Entrepreneurial & Opportunity Brain Drain in USA and Europe**

People create opportunities. So any abrupt changes in migration and immigration flows and patterns matters a great deal. Many studies have shown that highly educated immigrants have a higher likelihood of starting new business ventures then the general population at large, so immigrant influx into Canada and the USA are critical in maintaining a global competitive edge. Immigrant entrepreneurs where largely responsible for many of the startups in Silicon Valley.

So it’s disturbing to see a study [1] that reports  that immigrants with advance education are increasingly likely to return home after taking advanced degrees in the US, leaving the country that trained them facing potential skills shortages and increased competition. This bodes well for emerging markets but not for western developed economies. “A combination of changing perceptions about where opportunity lies, rising nationalist sentiment in the face of a global recession, and poorly thought-out immigration policies, is said to have caused the shift in sentiment and behavior” observe researchers. Among the other reasons given for leaving the U.S.were better economic opportunities at home, a desire to be with friends and family, and concerns about job prospects and the availability of visas

Data also supports that the same is happening with foreign students studying in Europe. Researchers see a fair amount of returnees from Europe, attracted back to China and India due to the opportunities in their home countries. If countries do not provide an innovation-friendly overall environment, where highly skilled workers can use, create and disseminate knowledge, then attracting more workers might not lead to better innovation and economic growth outcomes anyway.

In October 2008, the above researchers [1] polled 1,224 foreign nationals from Facebook, who were either studying in U.S. institutions of higher learning, or recent graduates. They found that only 25% of Indian students, 9% of European students and  7% of Chinese students, thought the best days for the American economy lay ahead. More significantly,  74% of Chinese students and 86% of Indian students felt the best days for their home country's economies lay ahead.

Other disturbing results for America showed that only 6% of Indian, 10% of Chinese and 15% of Europeans intended to settle permanently in the United States. The number of graduates who wanted to stay in the U.S.for a few years also fell, with only 58% of Indian, 54% of Chinese and 40% of European students wanting to stay on. Earlier National Science Foundation research showed that 92% of Chinese students and 85% for Indian students stayed for five years or more. [2]

The students polled were also more of an entrepreneurial group; 64% of Indian, 66% of European and 68% of Chinese students said they wanted to start a business in the next decade, with most of the Indian and Chinese students hoping to do so in their home countries.

[1} Losing the World's Best and Brightest: America's New Immigrant Entrepreneurs, Part V, a study sponsored by the Ewing Marion Kauffman Foundation

[2] West 'Hemorrhaging' Its Best Brains, Study Claims Luke Collins. Research Technology Management. Arlington: Jul/Aug 2009. Vol. 52, Iss. 4; pg. 2, 4 pgs

 

**An excerpt From the soon-to-be-released book -Hard Times, Golden Opportunites by Walter Derzko;  publisher-J Wiley and Sons

CfP-The Great Recession of 2008 and its Impact on International Business.

Thunderbird International Business Review

Special Issue – Call for Papers:The Great Recession of 2008 and its Impact on International Business.

Guest Editor: Amir Shoham, College of Management – Academic Studies, Israel.

This special issue will include studies dealing with the current economic crisis and the lessons that it can teach about the international environment and management of international businesses.

The perspective on the development of the global economic crisis is still short-term and provides a look straight from the eye of the storm.

Understanding the sources of the crisis and its impact can teach us much about how to manage, what to do and not to do and, perhaps, how to avoid similar complex events in the future. Since the crisis is global and encompasses so many different sectors and countries, it is important to present research on a broad variety of topics related to its socio-political and economic antecedents and impact. Some topics suitable for inclusion in the Special Issue include:

•Company, national, industry and regional factors associated with

global economic crises

•Impact of the global economic crisis on emerging markets

•Impact of the crisis on select local and global industries

•How companies have managed the great recession

•Strategies to deal with structural and cyclical fluctuations in the global economy

•Do we need to change or adapt theories in light of new evidence?

The Editor of the Special Issue has intentionally kept the list of suggested topics short so as to stimulate creativity and encourage prospective authors to adopt a variety of perspectives when approaching this subject. The Special Issue will include a state-of-the art collection of papers relating what we can learn about impact of the crisis and business management in an international environment.

DEADLINE: The Special Issue will be published in 2010. Submissions should be sent no later than December 1, 2009.

All articles will be submitted to a process of peer evaluation, in accordance with the editorial policy of TIBR. They must conform with TIBR’s editorial policy, which is available at

www.thunderbird.edu/tibr

For questions regarding this special issue, authors are invited to contact: amir1s@colman.ac.il

Submissions for this issue should be submitted electronically to TIBR at

http://mc.manuscriptcentral.com/tibr. Please indicate that the submission is for this special issue. IMPORTANT NOTE: Do NOT upload your title/cover page when submitting the manuscript.

###########################################

Suzy Howell

Managing Editor

Thunderbird International Business Review

1 Global Place

Glendale, AZ 85306 USA

P: 602.978.7659

F: 602.978.7001

http://mc.manuscriptcentral.com/tibrfor submissions to TIBR ____________________________________

Thunderbird School of Global Management

Educating Global Leaders

Who Create Sustainable Prosperity Worldwide

www.thunderbird.edu/tibr

Opportunity Clinic Workshop at OCAD Friday June 19, 2009

Recession-proofing your business, NGO, not-for-profit  for difficult economic times.

Learn how to not just survive, but thrive in a recession.

 Sponsored by the Canadian Innovation Center, Waterloo (www.innovationcenter.ca) 

The Opportunity Clinic© workshop by Walter Derzko  is based on the book-Hard Times Golden Opportunities 45 Great Business Scenarios to Show You How to Profit from Opportunities that Arise in Challenging Times. The workshop profiles the forty-five Opportunity Windows specific to the recession that are presented in detail in the book. These generic  Opportunity Windows, which can be used and applied by any business, not-for-profit, NGO or government are the product of the Opportunity Clinic© which enables entrepreneurs and managers to 1) navigate the uncertainties in economic downturns; 2) use the Clinic’s framework to scan for, design and evaluate emerging new opportunity spaces; and 3) thrive and not just survive in a recession.

The January19th 2009 issue of Business Week states:

“History has shown that crisis breeds opportunity… in times of turmoil, opportunities abound. But taking advantage of them will require [a new mindset], fast reflexes, an aggressive attitude, and serious changes [challenges] to the status quo … bold moves in bad times can pay off big.”

Difficult economic times present challenges, risks and threats for most business owners, and especially science and technology-based enterprises that might have disruptive or unproven technology. Decisions that made sense as little as six months ago may turn disastrous in this climate. Chaos, change and uncertainty may lead to turmoil, but at the same time they present opportunity windows or scenarios for entrepreneurs who are opportunity-sensitive and opportunity-savvy to act on the change.

Date: Friday June 19, 2009; 8:30am to 3:30pm

Location: Ontario College of Art and Design, (OCAD), 100 McCaul  St, Toronto

Cost: $149 plus GST

Online registration:  <http://www.innovationcenter.ca/events/opportunity-clinic-workshop>

Printable form: <http://innovationcenter.ca/files/upload/Opportunity_Clinic_workshop_registration.pdf>

For information: call 416-819-9667

Bio....Walter Derzko, is the founder of The Opportunity Clinic and president of Smart Economy in Toronto. He was Lateral-Thinker-in-Residence, McLuhan Program in Culture and Technology, School of  Graduate Studies, University of Toronto, 1990-1994 and the former director of the Idea Lab, Design Exchange, Toronto

Since 2005, he has been blogging on smart technologies, innovation and entrepreneurship, and has lectured and taught at Conestoga College and the University of Toronto, School of Continuing Studies and, in 2009, at George Brown College and the Master’s Program in Strategic Foresight & Innovation at OCAD. He is a consultant to private-sector companies, technology startups and government agencies and is often called upon for keynote addresses in areas of technology foresight, innovation, research, and future trends

2009 Entrepreneurship Division Doctoral Consortium

Announcement and Application Information

2009 Entrepreneurship Division Doctoral Consortium

 

The Entrepreneurship Division will sponsor its annual consortium for doctoral students during the 2009 annual meetings of the Academy of Management in Chicago, IL.  The Consortium brings together doctoral students and experienced faculty to discuss opportunities and challenges as scholars in the field.  This year, the program will include panels and discussions on first job and career path considerations, job and service expectations in different contexts, theory development, and a host of other topics.  Students will also receive detailed and constructive feedback on their work from an accomplished scholar in the field. The Consortium will begin at 8:30 a.m. on Friday, August 7, 2009 and continue until 5:00 p.m. on Saturday, August 8, 2009. 

The Consortium is open to doctoral students who have completed approximately two years of their Ph.D. program.  The ideal candidate will have finished his/her coursework and be engaged in preparing a dissertation proposal.  To apply, please submit the following four separate documents electronically to both Ted Baker (ted_baker@ncsu.edu) and Sharon Alvarez (alvarez_42@fisher.osu.edu).

(1) An electronic file/Word document in which you furnish…

(a) Complete contact information (address, phone number, fax, and e-mail address),

(b) A statement of whether you have attended other doctoral consortia and, if so, which consortia and when, and

(c)   A statement saying that if you are admitted to the Consortium, you commit to attend ALL sessions (including dinner Friday night).

(2) A recommendation letter from your dean, department chair, or major advisor that verifies your (a) status/progress and (b) year in your school’s doctoral program.

(3) A current resume/CV.

(4) A “working paper.”  This paper must be on an entrepreneurship topic and is best a paper that you are moving towards publication or a detailed overview of your intended dissertation research.  The paper must NOT (a) exceed 35 pages (all inclusive), (b) be an accepted-for-publication/published manuscript, or (c) be a defended dissertation proposal.  The working paper is a key requirement for admission. 

Applications must be received on or before June 16, 2009.  Review of the application materials will begin on June 16, 2009.   The consortium will be limited to 30 Ph.D. students, with slots allocated based on application materials.  Questions should be sent to the Consortium Co-chairs, Ted Baker (ted_baker@ncsu.edu) and Sharon Alvarez (alvarez_42@fisher.osu.edu ).

Please note: Acceptance into the consortium is via application only. Please do not register online.  We will notify all those accepted into the consortium, and they will be given a registration code to use.

 Ted Baker,Associate Professor; Management, Innovation & Entrepreneurship , College of Management , NC State University. Raleigh, NC 27695; 919-513-7943; Ted_Baker@ncsu.edu

9th International Entrepreneurship Forum in Istanbul;16th-18th September 2009

Dear colleagues, Greetings from Istanbul!  The 9^th IEF (International Entrepreneurship Forum) with the theme “Technology and Entrepreneurship: New Ventures and the Creative Use of Technologies” will be held in Istanbul, Turkey from 16^th to 18^th September 2009 jointly with Essex University and Sabanci University Faculty of Management.   The conference venue is the beautiful Conrad Hotel overlooking the Bosphorus (which recently hosted President Obama).

The conference aims to provide a platform for researchers, policy makers and practitioners in recognition of the increasing flow of ideas, resources and knowledge between businesses, institutions and public organizations. The particular role of technology in the generation of entrepreneurial opportunities for new venture creation, growth based on collaboration, networking and alliances, and possibilities of new organizational forms emerging from cross-border linkages are some of the themes we hope to explore. Several eminent speakers from across the globe have accepted invitations to the conference including Mr. Sergio Arzeni, Director of the Centre for Entrepreneurship, Small and Medium-sized Enterprises and Local Development from OECD, Professor Claudia Bird Schoonhoven, University of California, Irvine, Mr. Bulent Celebi, Founder and CEO of Airties and Mr. Pier Carlo Padoan, OECD Deputy Secretary General. You can find more information about IEF and the conference at http://www.essex.ac.uk/conferences/ief.

We look forward to your participation at this exciting conference.

Sincerely,

Nakiye Boyacigiller; Dean Sabanci University Faculty of Management

P.S. Please make sure to register early, especially for your hotel registrations.  We have a great deal from the Conrad, but only a limited number of rooms.

Developing a taxonomy of cultural/cross-cultural body language

I’m cross posting this query from an international management list server that I belong too. I strongly suspect that this would have intrigued Marshal McLuhan—Walter Derzko.

Romie F. Littrell from New Zealand asks:

"I am a member of another group that is attempting development of a taxonomy of cultural/cross-cultural body language and/or dimensions of body language. Of interest is, when you enter a new societal culture, where and how do you look for clues and queues to gain knowledge and understanding of that culture's body language?

As a start, considering semasiology and indexicality, seeking a useful number of dimensions when discussing body language, the human body moves in at least 4 dimensions,
1-Three in space,
2-the fourth being time.

However,
3-If you wish to consider the “personal space bubble” of body language, then this is a fifth dimension, distance from another person or other people.
4- Considering distance, one could add a sixth dimension, the relationship one has with the other(s).

A seventh dimension? public and private environments, where we would normally include the immediate local environment as defining appropriate body language, e.g, in a restaurant, driving/riding in a vehicle, in a meeting; we need to know appropriate body language in the environment to notice inappropriate body language (however, we could be watching just another confused foreigner). Those who are experienced at misdirection using body language, poker players, politicians, and courtroom lawyers, for example, still tend to have leaks due to the complexity of the systems; what are likely leaks?

This has been a peripheral area of interest for me, but I think from recent reading identifying a taxonomy of cross-cultural body language is feasible.

When responses trickle off, I'll summarise and broadcast."
 

Romie F. Littrell, BA, MBA,PhD, FIAIR, An fánaí fiáin
AUT Business School N.Z., romie.littrell@aut.ac.nz
http://www.romielittrellpubs.homestead.com/
http://www.crossculturalcentre.homestead.com/
Facilitator, Leadership & Management in Sub-Sahara Africa Conferences
Contents copyright Romie F. Littrell

 

Walter Derzko

Author of the soon-to-be-released book: Hard Times Golden Opportunities..about opportunity recognition in a recession/ depression.

The 5th UK Symposium on Knowledge Discovery and Data Mining; April 22, 2009

The 5^th UKSymposium on Knowledge Discovery and Data Mining

22^nd April 2009

http://www.cse.salford.ac.uk/kdd/

 

Speakers include:

Patterns in Data,  Nello Cristianini, University of Bristol

Time Series Data Mining, Tony Bagnall, University of East Anglia

Feature Selection by Filters, Gavin Brown, University of Manchester

Knowledge Discovery from Case Data, Susan Craw, Robert Gordon University

Mining Online Communities, Eduarda Rodrigues, Microsoft, Cambridge

Real World Applications of Data Mining, Neil Berry, Deloitte

Classifying Imbalanced Data Sets, Sven F. Crone, Lancaster University

Registration Fee  (includes buffet lunch): 

 £55 (by 20^th March 2009)

£70 (after 20^th March 2009)

Discount available for BCS & SGAI members.

 

To register and further details see:   www.cse.salford.ac.uk/kdd

Sunil Vadera

Professor of Computer Science

Director of Informatics Research Institute

School of Computing, Science and Engineering

University of Salford

Salford, M5 4WT

S.Vadera@salford.ac.uk

www.iris.salford.ac.uk

www.cse.salford.ac.uk/profiles/vadera

Walter Derzko, Smart Economy, Toronto

Author of the soon-to-be-released book: Hard Times Golden Opportunities.. about opportunity recognition in a recession/ depression features 45 opportunity scenarios.

When will the recession / depression end ? Part 25 New Financial sector Business Models or New Creative Workarounds?

I listened to US president Obama last Wednesday on the White House lawn, just before AIG’s CEO Liddy testified before the American congress on AIG’s bonuses. The significant point that Obama made at the end of his speech, was a fundamental change or shift to the status quo. Coincidentally or not, most mainstream newspaper reports missed this key idea and quote.

“People are rightly outrages about these particular [AIG] bonuses. But just as outrageous is the culture that these bonuses are a symptom of., that have existed for far too long. A situation where excess greed, excess compensation, excess risk-taking have all made us vulnerable and left us holding the bank. And  one of the message that I want to send is as we  get out of this crisis, as we work towards getting ourselves out of recession, I hope that Wall Street and the marketplace don't think that we can return to business as usual. The business models that created a lot of paper wealth but not real wealth in this country and have now resulted in crisis can't be the model for economic growth going forward." said Obama.

The New Yorker magazine featured this cartoon (on the right) earlier this month (March 9, 2009) , which is a more likely scenario for the financial sector….One business person says to the other….These new regulations will fundamentally change the way we get around them…

Walter Derzko

Author of the soon-to-be-released book: Hard Times Golden Opportunities

Creativity in Teams and Organizations, call for papers, HICSS-43

HICSS-43 Call for papers for the minitrack on:

“CREATIVITY IN TEAMS AND ORGANIZATIONS”

Part of the Collaboration Systems and Technology Track

of the Forty-Third Annual Hawai'i International Conference on Systems Sciences (HICSS) Kauai, HI- January 5 - 8, 2010

Papers are invited for the minitrack on "CREATIVITY IN TEAMS AND ORGANIZATIONS" as part of the Collaboration Systems and Technology Track at the Hawaii International Conference on System Sciences (HICSS).

Innovation is a critical force in organizational performance and survival. Changes in technology, globalization, and increased competition have all created an environment in which creativity and innovation are needed in order to cope with situational and economic pressures and frequent changes. Designers and Developers of organizational systems must therefore innovate almost continuously to keep the organization aligned with such changes. Creativity is a critical pre-condition for innovation. Generating novel and creative ideas are the key to innovation and growth in every organization today. Providing employees, customers and partners with tools to think creatively has been proven to increase innovation in organizations. Research shows that organizations which have established skill-bases and tools for creativity outperform the competition in terms of revenue, rolling out new products, innovation and growth. Though organizations deploy groups for most creative processes, there has been little research in the area of group creativity. Most creative research is focused on individual factors affecting creativity. Many challenges that arise from pursuing creativity in teams remain unexplored.

This minitrack provides one of the key international platforms on which the following issues can be discussed:

1.       Methods & techniques to improve creativity in co-located and distributed groups

2.       Design and Evaluation of Systems and technology for enhancing creativity

3. Challenges and opportunities for creativity in teams

4.       Theoretical foundations for creativity at individual, group and organizational levels

5.       Practical approaches to foster creativity at individual, group and organizational levels

6. The creation and implementation of innovations in teams and organizations

7.  Factors affecting creativity in teams and organizations

8. Building team-based organizations

9.   Multi-level issues of creativity in teams and organizations

10.                      Research linking individual creativity to group level creativity and organizational level innovation

11.                      Multi-disciplinary approaches to creativity

12.                      Creative collaboration between business partners and customers (e.g. co-creation of products and services)

Thus, papers are welcome that contain original ideas on how to improve creativity and innovation through all phases of problem-solving:  Understanding a problem, devising potential solutions, evaluating alternatives, making choices, making plans, taking action, and after-action review. We seek papers that suggest methodical, technical, theoretical, or practical improvements for realizing creative ideas in the workforce as innovations, for an organization cannot benefit from its creativity until its ideas are implemented.

There are no preferred methodological stances for this minitrack: this minitrack is open to both qualitative and quantitative research, to research from a positivist, interpretivist, or critical perspective, to studies from the lab, from the field, design-oriented or developmental in nature.

Themes and topics of relevance to this minitrack include, but are not limited to (related topics not listed are especially welcome):

Creativity techniques and approaches

·         Creativity methods & techniques to improve creativity in co-located and distributed groups

·         Measuring the effectiveness of creativity techniques and approaches

·         Creativity in patterns of collaboration (divergence, convergence, organization, evaluation, and consensus building)

·         Reusability, trainability, predictability, and transferability of creativity techniques and approaches

·         Capturing best practices on creativity

·         Analyzing the nature of the evolving artifacts

Technologies to support creativity

·         Theories, guidelines, and strategies for designing creative technologies and systems

·         Proof of concepts – examples of breakthrough technologies and systems supporting creativity

·         Technologies that support creativity in specific critical collaboration processes, e.g.

·         Requirements specification & analysis

·         Focus groups

·         Delphi processes

·         Collaborative planning

·         Strategy building

·         Collaborative writing

·         Communities and Web 2.0

·         Mobile Creativity

Creativity in teams and organizations

·         Analyzing the nature of creative teams and its evolving processes

·         Training work group members and work group leaders to think and act creatively

·         Innovation management in collaborative contexts

·         Success factors for diffusing creativity techniques, approaches, and technologies in organizations

·                            Factors affecting creativity in teams, organizations, and value networks

·                            Building team-based organizations

·         Challenges and opportunities for creativity in teams

·         Practical approaches to foster creativity at individual, group and organizational levels

·         Theories on collaborative and organizational creativity

·         Studies on the efficacy of interventions intended to introduce creativity approaches and technologies in an organization

·         Enhancing creativity by appropriate knowledge management

·         Creativity in communities and user-generated content

·         Creativity in the “enterprise 2.0”

·         Creativity in ad-hoc-groups

Theoretical issues in creativity and innovation

·         Theories of creative problem solving

·         Theories of creative decision making

·         Creativity in different socio-cultural environments

·         Effects of organizational culture on creativity

·         Frameworks for evaluating creativity in the field and in the lab

·         Theoretical approaches to understand the effect of individuals, teams, organizations, and the broader environment on creativity

·         Instruments and measurements for creativity and innovation

·         Group tasks to study creativity

·         Theoretical relationships between creativity and organizational productivity

MINITRACK COORDINATORS:

Roni Reiter-Palmon

University of Nebraska at Omaha

Department of Psychology

Director of Research, Center for Collaboration Science

1110 South 67^th street, Omaha, NE 68182-0116 USA

Phone: (402) 554-4081 

E-mail: rreiter-palmon@mail.unomaha.edu

Triparna de Vreede (primary contact)

University of Nebraska at Omaha

Department of Psychology

Research Associate, Center for Collaboration Science
1110 South 67^th street, Omaha, NE 68182-0116 USA

Phone: (402) 554-2557

E-mail: tdevreede@mail.unomaha.edu

Gerhard Schwabe

University of Zurich

Department of Informatics

Chair of Information Management

Binzmühlestrasse 14, CH-8050 Zürich

Tel: +41-44-63-5 43 05

Email: schwabe@ifi.uzh.ch

The purpose of HICSS is to provide a forum for the interchange of ideas, research results, development activities, and applications among academicians and practitioners in computer-based systems sciences. The conference consists of tutorials, advanced seminars, presentations of accepted papers, open forum, tasks forces, and plenary and distinguished guest lectures. There is a high degree of interaction and discussion among the conference participants because the conference is conducted in a workshop-like setting.

Instructions for submitting papers:

1.       Submit an electronic copy of the full paper, 10 pages including title page, abstract, references and diagrams using the review system available at the HICSS site, make sure that the authors’ names and affiliation information has been removed to ensure an anonymous review.

2.       Do not submit the paper to more than one minitrack. The paper should contain original material and not be previously published or currently submitted for consideration elsewhere.

3.       Provide the required information to the review system such as title, full name of all authors, and their complete addresses including affiliation(s), telephone number(s) and e-mail address(es).

4.       The first page of the paper should include the title and a (max) 300-word abstract.

DEADLINES:

·         May 15:                    OPTIONAL: Abstracts submitted to Minitrack Chairs for guidance, indication of appropriate content and to receive instructions on submitting full paper.

·         June 15:                   Full papers uploaded in the directory of the appropriate minitrack.

·         August 15:                Notification of accepted papers mailed to authors.

·         September 15:         Accepted manuscripts, camera-ready, uploaded; author(s) must register by this time.

Send all correspondence related to this minitrack to:

Triparna de Vreede

University of Nebraska at Omaha

Department of Psychology

Research Associate, Center for Collaboration Science
1110 South 67^th street, Omaha, NE 68182-0116 USA

Phone: (402) 554-2557

E-mail: tdevreede@mail.unomaha.edu

Inaugural issue of Int'l J. of Strategic Bus. Alliances Vol. 1, No. 1, 2009

 I'd like to pass on the announcement from the editor-in-chief of a new academic journal that fills a gaping void.  Int'l J. of Strategic Bus. Alliances Vol. 1, No. 1, 2009--Walter Derzko

 

Dear Colleagues,

 

I am pleased to announce that the inaugural issue of International Journal of Strategic Business Alliances (IJSBA), has just been published. It is available online at IJSBA home page http://www.inderscience.com/ijsba. 

 

Please consider recommending subscription of IJSBA to your school library. A subscription form is available at  (http://www.inderscience.com/libraryform.html).

The table of contents of the journal is given below. I would welcome researchers to submit their papers on inter-firm partnership and collaboration to IJSBA. Paper submission guidelines are available at the journal’s home page.

Kind regards,

Refik Culpan

Editor-in-Chief 

 

Int. J. Strategic Business Alliances, Vol. 1, No. 1, 2009

Contents

1 Editorial: As we launch a new journal on business strategic alliances

Refik Culpan

4 A fresh look at strategic alliances: research issues and future directions

Refik Culpan

24 Interpartner harmony in strategic alliances: managing commitment and forbearance

T.K. Das and Rajesh Kumar

53 Community of firms: a new collaborative paradigm for open innovation and an analysis of Blade.org

Charles C. Snow, Doreen R. Strauss and Refik Culpan

73 Evolution of cooperation and dynamics of expectations – implications for strategic alliances

Susanne Royer and Roland Simons

89 A struggling international partnership: TNK-BP joint venture

A. Cemal Ekin and Thomas R. King

Book Review

107 Managing Network Resources by Ranjay Gulati

Ravi

Chinta