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What are the critical variables employed in reaching an arbitration decision and award? Have these variables changed over time? What changes, if any, have occurred in the 'process' of labor [...]

This article compares the responses from members of the National Academy of Arbitrators regarding their opinions about how certain variables affect arbitration decisions and awards for two time period 1975 [...]

Developing both subjective and objective measures of the concept of corporate entrepreneurship would be of interest to the field of entrepreneurship. This study (1) develops an objective measure of one domain of corporate entrepreneurship, product innovation, using archival data, and (2) uses a self-report questionnaire as a subjective measure for the same domain. Both the subjective and objective measures were statistically reliable and no significant differences between the two measures were found. Implications for both academic researchers and practicing managers are noted. (Reprinted by permission of the publisher.)

Empirical research into firm-level entrepreneurship spans over a quarter of a century. This article reviews the current state of this research by identifying key trends in 45 published empirical studies; [...]

We are pleased to welcome the readers to this third special issue on corporate entrepreneurship (CE). In the first issue, papers focused on the role of CE in the development [...]

This is the second of three special issues we have edited on corporate entrepreneurship (CE). In the first issue, most papers focused on the role of CE in the development [...]

The study of corporate entrepreneurship (CE) has become an integral part of the literature. Fueled by an interest in revitalizing established companies and renewing their ability to compete in a [...]

Building Interiors (BI) with $18 million annual sales has been acquired by Lone Star Supply, another building material distributor. Lone Star's strategy is to leave top management of the acquired firm in place with the expectation of achieving a certain financial performance. BI has failed to do so. One BI top manager has resigned and a second has been demoted. A Lone Star senior manager with a reputation of being a "turnaround specialist" has been appointed BI's top manager. The case explores this new manager's approach for achieving the required profitability level. [ABSTRACT FROM AUTHOR]

In order to perform routine maintenance and to replace malfunctioning equipment, large manufacturing firms, power plants and firms in different process industries schedule turnarounds. During the turnaround, specific operating equipment is shut down, the needed repairs and replacements are made, and the equipment is then restarted and becomes operational. A major task in restarting the operating equipment is to ensure that all electrical systems are properly calibrated to ensure that electrical power quality is attained. Portable electrical testing equipment has been developed that will properly and safely perform the necessary tests. Because the test equipment is very expensive, a number of businesses have been developed that will rent such testing equipment. ExI Corporation leases test equipment and provides qualified engineering technicians to operating the test equipment during a turnaround. ExI Corporation was started by two individuals, Kenneth Davis who provided the necessary capital for the venture and Ronald Maak who made no monetary investment. At ExI's start-up six years ago, Kenneth and Ronald agreed that (1) Ronald would manage ExI on a day-to-day basis and that Kenneth would be involved in "strategic decisions," (2) after achieving a series of mutually agreed upon milestones, Ronald would receive a percentage ownership of ExI up to 49%, and (3) once Ronald achieved a 49% ownership of ExI, Kenneth would sell his 51% ownership portion to Ronald. After six years, ExI has achieved impressive growth in sales revenue, cash flow, and profitability. Ronald has achieved the required milestones and presently owns 49% of ExI. A confrontation develops when Ronald attempts to purchase Kenneth's 51% ownership and Ronald abruptly leaves taking several key employees and starts a competing business, Willitrent. After Ronald has left ExI, an audit is conducted by an outside consultant who determines that Ronald has taken (1) $600,000 in testing equipment (2) $400,000 in cash and (3) confidential customer information. Kenneth files an injunction against Willitrent and considers several options regarding how he should proceed in managing ExI. [ABSTRACT FROM AUTHOR]

In this study, we examined the perceptions of Chief Executive Officers (CEOs) and Sales Managers (SMs) from the Electronics Distribution Channel to determine their beliefs pertaining to the importance of Supplier Relationships, Customer Relationships, Competitor Analysis, Top Management Activities and Competitor Identification in providing economic value for their firms. The sample involved 106 CEOs and SMs from 53 Supplier and Distributor firms in the Electronics Distribution Channel. Such a response has the statistical significance of being equivalent to responses from 848 CEOs and SMs from 424 Supplier and Distributor firms in the Electronics Distribution Channel. Our findings indicate that (1) CEOs and SMs from both Supplier and Distributor firms have different perceptions about the importance for four of the five value activities we studied: Supplier Relationships, Customer Relationships, Competitor Analysis, and Top Management Activities; (2) CEOs from Supplier firms and CEOs from Distributor firms have different perceptions about the importance for two of the five value activities we studied: Supplier Relationships, and Top Management Activities; (3) SMs from both Supplier and Distributor firms have similar perceptions about the importance for all five value activities we studied; (4) CEOs from both Supplier and Distributor firms ranked Supplier Relationships as being the most important of the five activity values we studied; (5) SMs from both Supplier and Distributor firms ranked Customer Relationships as being the most important of the five activity values we studied; and (6) CEOs and SMs from both Supplier and Distributor firms ranked Competitor Identification as being the least important of the five value activities we studied. Directions for future research are discussed. [ABSTRACT FROM AUTHOR]

The article describes the case of Austin Electronics based in Dallas, Texas and its organizational structure and culture. Some of its top executives are Richard Gandy, Wayne Cranford, Wolfgang Mueller and David Parkinson. It is said that its chairman and chief executive officer (CEO) Donald Austin emphasizes comfortable working environment, professional development and continuing education. Austin provided a relocation program for employees who were laid-off as part of its reorganization in 1989.

The article presents the results of a study on the difference in perceptions between U.S. chief executive officers (CEOs) and sales managers (SMs) on supplier relationships, customer relationships, competitor analysis, competitor identification and top management activities. The coefficient alpha values for each activities were cited. Using a multivariate analysis, there were differences in the means of five activities found between CEOs and SMs. Researchers concluded that there is no significant differences in perceptions.

The article discusses a fictional case to address managerial problems in electronics distribution. It provides a narrative that outlines the scenario of Morgan Electronics, a corporation going through significant changes, and how the company management faces arduous personnel decisions. It offers advice from several industry experts on what Carolyn Shelton should do as CEO to implement the formerly approved reorganization plan.