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Purpose – The purpose of this paper is to study how a small to medium-size enterprise (SME) in Campania (Italy) integrated sustainability into its corporate strategy, and how its sustainable corporate strategies reflect on intangible assets. Design/methodology/approach – The paper, an exploratory study based on grounded theory, analyzes are interviews with the entrepreneurial team and top and middle management. Findings are integrated with documentary analysis, internal process data and archival material. Findings – Ethics and value systems play a significant role in devising sustainable corporate strategy. Competitive strategies, innovation, quality and responsibility are reflected in management procedures and the supply network system involving partners in sustainable innovation processes. Research limitations/implications – A single case study obviously limits the generalizing of the findings. Practical implications – Entrepreneurs and managers can benefit from the study to build a relational network for sustainable development. Originality/value – The process of sustainable value creation, sharing and the co-creation of knowledge emerges fully in the case study analyzed. The study pivots on issues of innovation and eco-sustainability as drivers for corporate sustainability and business ethics. [ABSTRACT FROM AUTHOR]

Revenues from corporate income taxes have remained relatively stable as a share of national income over the last three decades despite reductions in corporate tax rates and increased opportunities for multinational tax avoidance. This is largely explained by an increase in the share of corporate profits in national income. In this paper, we discuss the sources of corporate profits, and specifically corporate taxable profits; these include a normal return to capital investment, returns to labour or entrepreneurial effort that are realised as dividends or capital gains, and returns to market power. We relate these components of profits to the ways that corporate taxes can change incentives to invest or exert effort, and we discuss some implications for policy. [ABSTRACT FROM AUTHOR]

This paper draws on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention, innovation, and manufacturing capability. Dynamic capabilities enable business enterprises to create, deploy, and protect the intangible assets that support superior long- run business performance. The microfoundations of dynamic capabilities—the distinct skills, processes, procedures, organizational structures, decision rules, and disciplines—which undergird enterprise-level sensing, seizing, and reconfiguring capacities are difficult to develop and deploy. Enterprises with strong dynamic capabilities are intensely entrepreneurial. They not only adapt to business ecosystems, but also shape them through innovation and through collaboration with other enterprises, entities, and institutions. The framework advanced can help scholars understand the foundations of long-run enterprise success while helping managers delineate relevant strategic considerations and the priorities they must adopt to enhance enterprise performance and escape the zero profit tendency associated with operating in markets open to global competition. Copyright © 2007 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The spatial scope of knowledge flows is a topic of fierce debate. While several studies have focused on single modes, the aim of this paper is to look at different knowledge flows originating from individual scientists, namely, scientific and industrial collaboration, entrepreneurial activities and human capital formation. The analysis is based on qualitative data acquired from interviews with distinguished German scientists from the disciplines of science and technology. It was found that the excellence of star scientists manifests itself in several ways. However, the results do not confirm the expectation that knowledge flows are predominantly locally embedded. The impact on the local economy was especially low for industrial collaborations. [ABSTRACT FROM AUTHOR]

The current entrepreneurial environment increasingly makes demands on the recognition of driving forces influencing value creation. Intangible assets, first of all knowledge are becoming such driving forces. The paper emphasizes the role of knowledge in enterprise also in continuity with the management of new competences on the new global market. In brief, it presents some methods of measurement of intangible assets performance, the part of which is knowledge. In conclusion the paper emphasizes requirements for monitoring and valuation of intangible property performance with the emphasis on knowledge capital. [ABSTRACT FROM AUTHOR]

The study investigates the impact of internal marketing philosophy on implementing strategic goals to leverage an innovative internal marketing concept for business growth. In the context of firms’ strategic orientation, the organization’s development, market position, and practices used to promote the desired organizational behavior are being examined. The paper focuses on large companies in Greece, which belong to the retail, manufacturing, and healthcare sectors. Moreover, these companies have been certified by “Great place to work.” A qualitative method via Nvivo software was used. Data were collected from 10 semi-structured interviews. Participants are executives with significant working experience and different managerial positions. The findings document the impact of the internal marketing concept on company development through policies concerning strengthening the organization’s presence and recruiting qualified employees. Moreover, the influence of the internal marketing concept on an organization’s market position with regard to a positive working environment and management style is highlighted. Finally, team environment emerges as a dominant trait in the organizational context, while values such as honesty, integrity, and reliability appear as critical features of the desired behavior. The study provides an updated managerial perspective by establishing a link between the theory of internal marketing and business process mapping. The results enable executives to focus on elements that better serve the implementation of strategic goals. Acknowledgment This study has been funded by the University of West Attica / Special Account for Research Grants.

The paper begins by briefly presenting the "eclectic" perspective on the multinational enterprise (MNE), then shows how the addition of the concepts of entrepreneurship, knowledge management, and dynamic capabilities provides a more useful set of variables for theorizing about the MNE. The normative conclusion advanced is that entrepreneurial management, knowledge awareness, and strong dynamic capabilities are necessary to sustain superior MNE performance in fast-moving global environments. [ABSTRACT FROM AUTHOR]

Abstract: This article surveys ‘creditor‐friendly’ and ‘enterprise‐friendly’ bankruptcy regimes with a focus on the methodology underlying the filter test in distress, as reflected both in its academic treatment and in legal practice. I find that the test exhibits pro‐liquidation bias in designating liquidation of a firm with recovery potential as the Type II error, and in underplaying the benefits of a possible turnaround. Further influences militating against continuation include the power conferred on creditors through the balance sheet criterion and the undervaluation of intangible assets. I make the case for reversing such biases to establish a presumption in favour of continuation. [ABSTRACT FROM AUTHOR]

Innovation is an important driver of economic growth for it leads to new products and services, enhanced quality, and lower prices. In an increasingly competitive global market, innovation turns out to be essential to secure a viable competitive position. Although there is no perfect correspondence between accounting intangible assets and innovation activities, the association between these two concepts is close enough to take investment in intangible assets as a proxy for entrepreneurship and innovation. To identify differences between innovative and non‐innovative small and medium enterprises in the service industry, both descriptive and statistical analyses are performed on financial data for the period 2007–2009. The results obtained show that, although with some exceptions, innovative firms generally have better economic and financial performance than non‐innovative companies. [ABSTRACT FROM PUBLISHER]

The article discusses a study which explores intangible assets that are considered attractive from the viewpoints of external successors. It reveals that intangible assets have a remarkable influence on the intention of external successor to assume a company. It suggests that various traditional issues considered in company succession such as tax as well as legal and financial aspects should be extended to include intangible aspects. It notes that the findings are important for small to medium-sized enterprises that are waiting to be assumed by external successors since they provide a more holistic view of the dynamics of company succession.