nep-cse New Economics Papers
on Economics of Strategic Management
Issue of 2019‒10‒28
four papers chosen by
João José de Matos Ferreira
Universidade da Beira Interior

  1. Roles and Responsibilities of Project Coordinators: A Contingency Model for Project Coordinator Effectiveness By James Cunningham; Paul O'Reilly
  2. Growth with heterogenous interdependence By Martinez Ibañez, Oscar; Manjón Antolín, M.; Miranda Gualdrón, Karen Alejandra
  3. Strengthening of Micro Business Innovation By Tjiptogoro Dinarjo Sohari
  4. Defining Opportunity versus Necessity Entrepreneurship: Two Components of Business Creation By Robert W. Fairlie; Frank M. Fossen

  1. By: James Cunningham (Northumbria University); Paul O'Reilly (TU Dublin)
    Abstract: Project coordinators fulfil several roles and responsibilities alongside their primary scientific focus. As boundary spanners between science and industry they have an invisible central role in the delivery of innovation from publicly funded science through technology transfer. In this report we review present empirical literature relating to the role and responsibilities of principal coordinators and we propose a contingency model for studying the effectiveness of project coordinators. The roles, responsibilities and activities of the PC are identified. In our contingency model the threshold roles and responsibilities are identified in the PC as: (i) research leader, (ii) research allocator and controller, (iii) innovation facilitator, (iv) boundary spanner, and (v) project coordinator and manager. These are developed into expanded PC role capabilities that include: (i) research strategist, (ii) economic agent, (iii) technology and knowledge transfer enabler, (iv) collaboration and value creation leader, and (v) manager and governor.
    Keywords: Industrial research and innovation, Financial and economic analysis, Digital Economy, ICT R&D and Innovation
    Date: 2019–10
  2. By: Martinez Ibañez, Oscar; Manjón Antolín, M.; Miranda Gualdrón, Karen Alejandra
    Abstract: We present a growth model with spatial interdependencies in the heterogeneous technological progress and the stock of knowledge that, under certain conditions, yields agrowth-initial equation that can be taken to the data. We then use data on EU-NUTS2 regions and a correlated random e ects specication to estimate the resulting spatial Durbin dynamic panel model with spatially weighted individual e ects. QML estimatessupport our model against simpler alternatives that impose a homogeneous technology. Also, our results indicate that rich regions tend to have higher (unobserved) productivityand are likely to stay rich because of the strong time and spatial dependence of the GDP per capita. Poor regions, on the other hand, tend to enjoy productivity spillovers but arelikely to stay poor unless they increase their saving rates.
    Keywords: Spatial Panel Data; Economic Growth; Durbin Model; Correlated Random Effects
    JEL: O47 C23
    Date: 2019–10–14
  3. By: Tjiptogoro Dinarjo Sohari (Assistant Professor of Mercu Buana University, Indonesia Author-2-Name: Iffah Budiningsih Author-2-Workplace-Name: Assistant Professor of Asyafi'iyah Islam University, Indonesia Author-3-Name: Alvita Sari Author-3-Workplace-Name: Lecturer of Mercu Buana University, Indonesia Author-4-Name: Author-4-Workplace-Name: Author-5-Name: Author-5-Workplace-Name: Author-6-Name: Author-6-Workplace-Name: Author-7-Name: Author-7-Workplace-Name: Author-8-Name: Author-8-Workplace-Name:)
    Abstract: Objective - The objective of this study is to produce a model for strengthening micro-businesses innovation through strengthening character and leadership.Methodology/Technique - The method employed in this is explanatory quantitative, multiple regression analysis with SPSS. This is a case study of micro-businesses actors in around Mercu Buana University Campus, Jakarta. The target population is 50 business units and the sample is 49 business units.Findings - The results show that character and leadership simultance have a positive and strong influence as an instrument to strengthen innovation. Further, the correlation between character and leadership simultance and innovation is 0,832; character and leadership simultance 'cannot be ignored' as an instrument to strengthen innovation. Further, innovation can be predicted by character and leadership simultance using a multiple regression model of Y = 0,529 + 0,275 X1 + 0.473 X2.Novelty - The contribution of character and leadership simultance towards innovation is 69%. The remaining 31% is influenced by factors not considered in this paper.Type of Paper - Empirical.
    Keywords: Entrepreneurship; Microenterprise; Innovation; Character; Leadership.
    JEL: M1 M10 M19
    Date: 2019–09–24
  4. By: Robert W. Fairlie; Frank M. Fossen
    Abstract: A proposed explanation for why business creation is often found to increase in recessions is that there are two components to entrepreneurship – “opportunity” and “necessity” – the latter of which is mostly counter-cyclical. Although there is some agreement on the conceptual distinction between these two factors driving entrepreneurship, there is little consensus in the literature on empirical definitions. The goal of this paper is to propose an operational definition of opportunity versus necessity entrepreneurship based on the entrepreneur’s prior work status (i.e. based on previous unemployment) that is straightforward, based on objective information, and empirically feasible using many large, nationally representative datasets. We then explore the validity of the definitions with theory and empirical evidence. Using datasets from the United States and Germany we find that 80-90 percent of entrepreneurs are opportunity entrepreneurs. Applying our proposed definitions, we document that opportunity entrepreneurship is generally pro-cyclical and necessity entrepreneurship is strongly counter-cyclical both at the national levels and across local economic conditions. We also find that opportunity vs. necessity entrepreneurship is associated with the creation of more growth-oriented businesses. The operational definitions of opportunity and necessity entrepreneurship proposed here may be useful for distinguishing between the two types of entrepreneurship in future research.
    JEL: J23 J64 L26
    Date: 2019–10

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