%{search_type} search results

• Machine generated contents note: <span data-sheets-value="{"1":2, "2":"1. Introduction;
• 2. Managing Outbound Logistics and Distribution;
• 3. Supplier Selection and Procurement;
• 4. Warehouse Management;
• 5. Case Studies in Food Supply Chains;
• 6. Inland Ports in Global Supply Chains;
• 7. Climate Change in a Global Environment;
• 8. Sustainability in Infrastructure-Based Supply Chains;
• 9. Reverse Logistics;
• 10. Logistics Associations;
• 11. Logistics Education;
• 12. Case Exercises in Global Supply Chains; Index."}" data-sheets-userformat="{"2":769, "3":{"1":0}, "11":3, "12":0}">1. Introduction;
• 2. Managing Outbound Logistics and Distribution;
• 3. Supplier Selection and Procurement;
• 4. Warehouse Management;
• 5. Case Studies in Food Supply Chains;
• 6. Inland Ports in Global Supply Chains;
• 7. Climate Change in a Global Environment;
• 8. Sustainability in Infrastructure-Based Supply Chains;
• 9. Reverse Logistics;
• 10. Logistics Associations;
• 11. Logistics Education;
• 12. Case Exercises in Global Supply Chains; Index.</span>.

"When we were designing and planning for this book, a few quick questions came to our mind: how could we transform new knowledge into practice? How important were infrastructural issues in supply chains? Were there any key research topics that have seriously been neglected in previous books publication? Were active scholars participating in research dedicated to industrial practitioners? Indeed, that is a core objective of applied research can contribute to academic, industry and community in an ever-changing world. This book addresses supply chain's role on the global economy and organizations"-- Provided by publisher.

• 1. Introduction--
• 2. Entrepreneurial motivation: maximizing life-cycle utility--
• 3. Innovative advantage: entrepreneurial initiative and incumbent inertia--
• 4. Competitive pressures and entrepreneurial incentives to innovate--
• 5. Creative destruction: transaction costs and intellectual property rights--
• 6. Creative destruction: making new combinations--
• 7. Creative destruction: tacit knowledge--
• 8. Creative destruction: asymmetric information--
• 9. The wealth of nations: international trade and investment--
• 10. Conclusion.
• (source: Nielsen Book Data)

Innovative entrepreneurs are the prime movers of the economy. The innovative entrepreneur helps to overcome two types of institutional friction. First, existing firms may not innovate efficiently due to incumbent inertia resulting from adjustment costs, diversification costs, the replacement effect, and imperfect adjustment of expectations. The innovative entrepreneur compensates for incumbent inertia by embodying innovations in new firms that compete with incumbents. Second, markets for inventions may not operate efficiently due to transaction costs, imperfect intellectual property protections, costs of transferring tacit knowledge, and imperfect information about discoveries. The innovative entrepreneur addresses inefficiencies in markets for inventions through own-use of discoveries and adoption of innovative ideas. The Innovative Entrepreneur presents an economic framework that addresses the motivation of the innovative entrepreneur, the innovative advantage of entrepreneurs versus incumbent firms, the effects of competitive pressures on incentives to innovate, the consequences of creative destruction, and the contributions of the innovative entrepreneur to the wealth of nations.
(source: Nielsen Book Data)

• About This Book ix Introduction xv
• Chapter 1. Computer Simulation of Discrete Flows 1 1.1. Introduction 1 1.2. Worked example
• 1 1.2.1. Map of the resort 2 1.2.2. Problem statement and design brief
• 3 1.3. Setting up the project in the ExtendSim 9 software 5 1.3.1. Definition of the principal parameters 5 1.3.2. Designing the model and inputting constraints 7 1.3.3. Definition of flows
• 22 1.3.4. Running the simulation 22 1.3.5. Creation and allocation of resources
• 24 1.3.6. Rerunning the simulation
• 28 1.3.7. Generating a report and analysis
• 29 1.3.8. Development, enhancement and improvement
• 31 1.3.9. Hierarchy
• 38 1.3.10. Appearance design 40 1.4. Conclusion 44
• Chapter 2. Simulation of Mixed Flows
• 47 2.1. Mixed Flows
• 47 2.2. An example of modeling mixed flows 48 2.2.1. Problem statement and specifications 48 2.3. Creating and inputting the project in ExtendSim 52 2.3.1. Definition of the principal parameters 52 2.3.2. Soda production and bottling
• 53 2.3.3. Transport, carbonation and labeling
• 80 2.3.4. Packaging and storage
• 85 2.3.5. Maintenance and cleaning
• 93 2.3.6. Finishing touches 98 2.4. Conclusion 108
• Chapter 3. 3D Flows and Evacuation Simulation
• 109 3.1. 3D flows
• 109 3.2. The Pathfinder software 110 3.3. Evacuation of a building with PathFinder 111 3.3.1. Importing and formatting the first floor plans
• 113 3.3.2. Creating the different first floor rooms
• 117 3.3.3. Creating the first floor doors
• 120 3.3.4. Populating with occupants 122 3.3.5. Simulation and results for the first floor evacuation
• 123 3.3.6. Incorporating furniture
• 126 3.3.7. Importing and formatting the second floor plans
• 128 3.3.8. Creating rooms, doors and populating with occupants 129 3.3.9. Creating the stairs 130 3.3.10. Simulation and results for evacuation of the whole building 134 3.4. Extensions 146 3.4.1. Moving to SFPE mode
• 146 3.4.2. Groups of occupants 148 3.4.3. Managing the elevators 148 3.4.4. Creating viewpoints 154 3.4.5. Creating camera tours
• 156 3.4.6. Further possibilities
• 158
• Chapter 4. 3D Flows, Distribution and Warehousing
• 159 4.1. Product distribution
• 159 4.2. The FlexSim software 159 4.3. Basic concepts of the FlexSim software
• 160 4.3.1. General appearance of FlexSim
• 160 4.3.2. Libraries
• 162 4.3.3. Mouse-based functions 164 4.3.4. Connections between objects
• 165 4.4. Worked example
• 166 4.4.1. Description of the warehouse
• 167 4.4.2. Warehouse operation 168 4.4.3. Modeling stage 1 170 4.4.4. Modeling stage 2 178 4.4.5. Modeling stage 3 184 4.5. Detailed flow and task executer management 194 4.5.1. Generation of containers with several types of content 194 4.5.2. A fixed resource for task executers
• 198 4.5.3. Shared task executers
• 200 4.5.4. Pulled and pushed flows and more 204 4.5.5. Naming items 210 4.5.6. Timetables, groups and resources 216 4.6. Experimenter
• 231 4.6.1. Constructing the model 231 4.6.2. Adding the dashboard
• 232 4.6.3. Configuring the Experimenter 235 4.7. Concluding remarks
• 239 Conclusion 241 Glossary
• 245 Bibliography
• 251 Index 259.
• (source: Nielsen Book Data)

Volume 3 begins with an introduction to which are added four chapters focused on modeling and flow simulation in an environment in 2 or 3 dimensions (2D or 3D). They deal with different cases taken from situations found in the field. A conclusion comes close this third book:- The different software used in this third volume; - Computer simulation of discrete flows; - Mixed flow simulation; - Flows in 3D and the evacuation simulation; - Flows in 3D for conveying and storage The conclusion discusses the future developments of the software and their integration into society. At the end of each volume is a bibliography and a list of web links. There is also a glossary explaining some abbreviations, acronyms and some very specific terminology of logistics and operations research.
(source: Nielsen Book Data)

• Preface-- Political Intelligence: Financial Market Value of Government Information Hinges on Materiality & Timing-- The STOCK Act, Insider Trading, & Public Financial Reporting by Federal Officials-- Testimony of Robert Khuzami, Director, Division of Enforcement, U.S. Securities & Exchange Commission-- Testimony of Donna M Nagy, Law Professor, Indiana University Maurer School of Law-- Statement of Robert L Walker, Of Counsel, Wiley Rein LLP-- Index.
• (source: Nielsen Book Data)

Companies and individuals use political intelligence to understand the potential effects of legislative and executive branch actions on business, finance, and other decisions. The STOCK Act of 2012 directed the Government Accountability Office (GAO) to report to Congress on the role of political intelligence in the financial markets. This book examines the legal and ethical issues, if any, that may apply to the sale of political intelligence; what is known about the sale of public and non-public political intelligence information, the extent to which investors rely on such information, and the effect the sale of political intelligence may have on the financial markets; and any potential benefits and any practical or legal issues that may be raised from imposing disclosure requirements on those who engage in these activities.
(source: Nielsen Book Data)

• Front Cover; Title Page; Copyright; ОГЛАВЛЕНИЕ; СПИСОК ТАБЛИЦ И РИС УНКОВ; 1. ВВЕДЕНИЕ; 1.1 Назначение Стандарта управления программой; 1.2 Что такое программа; 1.2.1 Инициация программ; 1.2.2 Связь между портфелями, программами и проектами; 1.3 Что такое управление программой; 1.4 Взаимосвязи между управлением портфелем, программой и проектом и их роли в организационном управлении проектами (OPM); 1.4.1 Взаимодействия между управлением, портфелем, программой и проектом; 1.4.2 Связь между управлением программой и управлением портфелем

• 1.4.3 Взаимосвязь между управлением программойи управлением проектом1.5 Взаимосвязь между стратегией организации, управлением программой и управлением операционной деятельностью; 1.6 Бизнес-ценность; 1.7 Роль руководителя программы; 1.7.1 Компетенции руководителя программы; 1.8 Роль спонсора программы; 1.9 Роль офиса управления программой; 2. ДОМЕНЫ ИСПОЛНЕНИЯ УПРАВЛЕНИЯ ПРОГРАММОЙ; 2.1 Определения доменов исполнения управления программой; 2.2 Взаимодействия доменов исполнения управления программой; 2.3 Связь между стратегией организации, управлением портфелем и управлением программой

• 2.4 Различия между портфелем и программой2.5 Различия между программой и проектом; 2.5.1 Неопределенность; 2.5.2 Управление изменениями; 2.5.3 Сложность; 3. СООТВЕТСТВИЕ ПРОГРАММЫ И СТРАТЕГИИ; 3.1 Бизнес-кейс программы; 3.2 Устав программы; 3.3 Дорожная карта программы; 3.4 Оценки среды; 3.4.1 Факторы среды предприятия; 3.4.2 Анализ среды; 3.5 Стратегия управления рисками программы; 3.5.1 Управление рисками для соответствия стратегии; 3.5.2 Пороги рисков программы; 3.5.3 Начальная оценка рисков программы; 3.5.4 Стратегия реагирования на риски программы; 4. УПРАВЛЕНИЕ ВЫГОДАМИ ПРОГРАММЫ

• 4.1 Идентификация выгод4.1.1 Реестр выгод; 4.2 Анализ и планирование выгод; 4.2.1 План управления выгодами; 4.2.2 Управление выгодами и дорожная карта программы; 4.2.3 Обновление реестра выгод; 4.3 Поставка выгод; 4.3.1 Выгоды и компоненты программы; 4.3.2 Выгоды и руководство программой; 4.4 Передача выгод; 4.5 Поддержание выгод; 5. ВОВЛЕЧЕНИЕ ЗАИНТЕРЕСОВАННЫХ СТОРОН ПРОГРАММЫ; 5.1 Идентификация заинтересованных сторон программы; 5.2 Анализ заинтересованных сторон программы; 5.3 Планирование вовлечения заинтересованных сторон программы; 5.4 Вовлечение заинтересованных сторон программы

• 5.5 Коммуникации заинтересованных сторон программы6. РУКОВОДСТВО ПРОГРАММОЙ; 6.1 Практики руководства программой; 6.1.1 План руководства программой; 6.1.2 Руководство программой, ее видение и цели; 6.1.3 Одобрение, утверждение и определение программы; 6.1.4 Критерии успеха программы; 6.1.5 Мониторинг, отчетность и контроль программы; 6.1.6 Руководство рисками и проблемами программы; 6.1.7 Руководство обеспечением качества программы; 6.1.8 Руководство изменениями программы; 6.1.9 Обзоры руководства программой; 6.1.10 Периодические проверки здоровья программы

• 6.1.11 Инициация и передача компонентов программы

• LEADERSHIP Building a Maintenance Strategy Business of Maintenance Management Framework for the Strategy Strategy Components Strategy Development Developing the Vision Maintenance Review Closing the Gap-Planning Implementation Contract Maintenance Uptime Summary Endnotes People and Teamwork People Really Are Your Most Important Asset Teams Managing Change Organizing the Maintenance Structure Multiskilling Learning, Training, and Development ESSENTIALS Work Management Work Management Cycle Six Key Steps Planning Horizons Shutdown Management Planning and Scheduling Tools Planning Standards Mobile Workforce Management Uptime Summary Endnotes Basic Care The Minimum Is Not Always Enough Beyond the Minimum: Basic Care 5S Asset Management Housekeeping Excellence 5S Audits Before you Start 5S Uptime Summary Materials Management Planning, Scheduling, and Materials Management E-Business MRO Improvements Uptime Summary
• 5 Endnote Performance Management Measuring Maintenance Benchmarking Maintenance Uptime Summary Endnotes Management and Support Systems for Maintenance Systems Are Not Replacements for Strategy What Management Systems Should Do Different Types of Management Systems Specialized Support Systems Implementation Considerations Justifying Your CMMS Hardware and Software Tools: An Overview Where Are We Headed with Systems? Uptime Summary Endnotes CHOOSING EXCELLENCE
• Asset Reliability
• 1: Being Proactive Reliability-Centered Maintenance Business of Maintenance Management Simplified RCM Methods Implementing RCM Successfully Uptime Summary Endnotes Reliability Approaches
• 2: Quick Start and Continuous Improvement Preventive Maintenance Optimization Reliability and Simulation Modeling Uptime Summary Endnotes Evidence-Based Asset Management Evidence-Based Asset Management Optimizing Life-Cycle Costing Decisions Economic Life of an Asset Optimizing Maintenance Tactics Calculating Spare-Part Requirements Optimizing Failure-Finding Intervals Uptime Summary ASSET MANAGEMENT Asset Management What Is Asset Management? Standards, "Anatomy, " and "Landscape" Documentation, Record Keeping, and Information Management Certification Putting Uptime in an Asset Management Context Uptime Summary Information Management and Governance Defining the Aim Program Uptime Summary THE JOURNEY Implementing Uptime Why Bother? Getting there-Implementing Uptime Assessments vs. Training A New Approach Planning Governance Initiative Overload Action Teams Middle Management Just Do It Sustainability Uptime Summary Conclusion Endnotes Bibliography Appendix A: The Uptime Assessment Appendix B: Glossary of Maintenance Terminology Appendix C: Rapid Preventive Maintenance (PM) Deployment Suggestions Index.
• (source: Nielsen Book Data)

• Leadership. Essentials. Choosing Excellence. Asset Management. The Journey.
• (source: Nielsen Book Data)

Uptime describes the combination of activities that deliver fewer breakdowns, improved productive capacity, lower costs, and better environmental performance. The bestselling second edition of Uptime has been used as a textbook on maintenance management in several postsecondary institutions and by many companies as the model framework for their maintenance management programs. Following in the tradition of its bestselling predecessors, Uptime: Strategies for Excellence in Maintenance Management, Third Edition explains how to deal with increasingly complex technologies, such as mobile and cloud computing, to support maintenance departments and set the stage for compliance with international standards for asset management. This updated edition reflects a far broader and deeper wealth of experience and knowledge. In addition, it restructures its previous model of excellence slightly to align what must be done more closely with how to do it. The book provides a strategy for developing and executing improvement plans that work well with the new values prevalent in today's workforce. It also explains how you can use seemingly competing improvement tools to complement and enhance each other. This edition also highlights action you can take to compensate for the gradual loss of skills in the current workforce as "baby boomers" retire.
(source: Nielsen Book Data)
Uptime describes the combination of activities that deliver fewer breakdowns, improved productive capacity, lower costs, and better environmental performance. The bestselling second edition of Uptime has been used as a textbook on maintenance management in several postsecondary institutions and by many companies as the model framework for their mai.
(source: Nielsen Book Data)

• Cover
• Half Title
• Title Page
• Copyright Page
• Dedication
• Table of Contents
• List of Figures
• Figure 1.1 When Costs are Determined
• Figure 1.2 Hidden Costs and Consequences of Cheap Parts
• Figure 1.3 Cost of Engineering Changes Over Time
• Figure 1.4 The Decision Tree
• Figure 2.1 Team Participation: Traditional vs. Advanced Models
• Figure 2.2 Customer Input Form
• Figure 2.3 Customer Importance vs. Competitive Grade
• Figure 2.4 QFD Executive Overview
• Figure 2.5 QFD "House Of Quality" Chart
• Figure 3.1 Tradition vs. Front-Loaded Timelines

• Figure 3.2 Increasing Revenue with Early Introductions and Upgrades
• Figure 4.1 Kanban Part Resupply
• Figure 4.2 Flexible Fixture
• Figure 5.1 Examples of Part Type Listing Orders
• Figure 5.2 Pareto Chart of Existing Part Usage
• Figure 5.3 Standardization of Expensive Parts
• Figure 5.4 Cost Trade-Offs for Part Consolidations
• Figure 5.5 Decisions for ASICS
• Figure 5.6 Searching for Ranges of Parts
• Figure 6.1 Common Cost Reduction Scenario
• Figure 6.2 Typical Cost Breakdown
• Figure 6.3 Selling Price Breakdown

• Figure 6.4 Part Cost Percentage Throughout Outsourced Supply Chain
• Figure 6.5 Programs that Reduce Specific Costs
• Figure 7.1 Cost Distortion Downward Spiral
• Figure 7.2 Changes in Cost After Implementing ABC
• Figure 8.1 Alignment using Round and Diamond Pins
• Figure 9.1 Improvement Design for Easier and Better Machining
• Figure 9.2 Cost as a Function of Process
• Figure 10.1 Quality Issue Frequency vs. Severity
• Figure 10.2 Quality as a Function of Part Count for Average Part Quality Levels
• Figure 10.3 Reliability Phases
• Figure 11.1 Pre-Seminar Survey Results

• Figure 11.2 Incorporating DFM into the NPD Process
• Figure 11.3 Key DFM Tasks, Results, and Tools
• Figure A.1 Pareto's Law for Products
• Figure A.2 Cost Breakdown
• Figure A.3 Cost Distribution in Dollars
• Figure A.4 Results after Rationalization
• Figure A.5 Redirecting Focus to Cash Cows
• Figure A.6 Rationalization Procedure
• Figure A.7 Prioritized Profitability: Typical Cost vs. Total Cost
• Preface for the Second Edition
• Preface for Students
• Author
• Section I: Design Methodology
• Chapter 1 Design for Manufacturability
• 1.1 Manufacturing before DFM

• 1.1.1 What DFM is Not
• 1.1.2 Comments from Company DFM Surveys
• 1.2 Myths and Realities of Product Development
• 1.3 Costs, When They Are Determined
• 1.3.1 Toyota on When Cost is Determined
• 1.3.2 Ultra-Low-Cost Product Development
• 1.4 Designing for Low Cost
• 1.4.1 Design for Cost Approaches
• 1.4.1.1 Cost-Based Pricing
• 1.4.1.2 Price-Based Costing (Target Costing)
• 1.4.1.3 Cost Targets Should Determine Strategy
• 1.4.2 Cost Metrics and Their Effect on Results
• 1.4.3 How to Design Very Low Cost Products
• 1.4.4 Cost Reduction by Change Order

Achieve any cost goals in half the time and achieve stable production with quality designed in right-the-first-time. Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production is still the definitive work on DFM. This second edition extends the proven methodology to the most advanced product development process with the addition of the following new, unique, and original topics, which have never been addressed previously. These topics show you how to: Cut cost from 1/2 to 1/10 in 9 categories-with ways to remove that much cost from product charges and pricing Commercialize innovation-starting with Manufacturable Research and learning from the new section on scalability, you will learn how to design products and processing equipment to quickly scale up to any needed demand or desired growth. Design product families that can be built "on-demand" in platform cells that also "mass customize" products to-order Make Lean production easier to implement with much more effective results while making build-to-order practical with spontaneous supply chains and eliminating forecasted inventory by including an updated chapter on "Designing Products for Lean Production" The author's 30 years of experience teaching companies DFM based on pre-class surveys and plant tours is the foundation of this most advanced design process. It includes incorporating dozens of proven DFM guidelines through up-front concurrent-engineering teamwork that cuts the time to stable production in half and curtails change orders for ramps, rework, redesign, substituting cheaper parts, change orders to fix the changes, unstable design specs, part obsolescence, and late discovery of manufacturability issues at periodic design reviews. This second edition is for the whole product development community, including: Engineers who want to learn the most advanced DFM techniques Managers who want to lead the most advanced product development Project team leaders who want to immediately apply all the principles taught in this book in their own micro-climate Improvement leaders and champions who want to implement the above and ensure that the company can design products and versatile processing equipment for low-volume/high-mix product varieties Designing half to a tenth of cost categories can avoid substituting cheap parts, which degrades quality, and encourages standardization and spontaneous supply chains, which will encourage Lean initiatives. Using cellular manufacturing to shift production between lines for mixed production of platforms and build-to-order to offer the fastest order fulfillment can beat any competitors' delivery time. .
(source: Nielsen Book Data)

• What's it about?; Successful women in business need to have the balls to take risks and fail; Women should embrace ambition without fear of seeming ruthless; Accept that success requires hard work, dedication, and sacrifice; Discover what motivates you, and focus on building on your strengths; Working mothers: don't be a super hero-find your own measure of success; Once you're "at the top, " it's important to surround yourself with the right people; Final summary; Now read the book; Key takeaways; Copyright Page.

• What's it about?; Recognition boosts all four key areas of leadership; Are your employees satisfied and engaged? Conduct a survey to find out; Day-to-day praise should be frequent and specific; Go above and beyond to reward significant achievements; Hold an award ceremony to mark each employee's anniversary; Make each employee feel a part of the team with event recognition; Final summary; Now read the book; Key takeaways; Copyright Page.

• What's it about?; Taking a win-win approach is the most effective way to negotiate; Interest-based bargaining is key to a win-win style negotiation; Finding out the true interests of the other party will help you find a win-win solution; Sometimes you will need to lead the other party toward a win-win solution, even after you have explained the benefits to them; How you convey yourself is just as important as what you convey; When you sense that someone is not entirely trustworthy, there are techniques you can employ to reassure yourself of their honesty; Final summary; Now read the bookKey takeaways; Copyright Page.

• Chapter 1. INTRODUCTION-- Jerome A. Katz and Andrew C. Corbett
• Chapter 2. OPPORTUNITY IDENTIFICATION: REVIEW, CRITIQUE AND SUGGESTED RESEARCH DIRECTIONS-- Connie Marie Gaglio
• Chapter 3. OPPORTUNITY IDENTIFICATION REDUX-- Connie Marie Gaglio and Dimo Dimov
• Chapter 4. ENTREPRENEURS, NETWORKS, AND ECONOMIC DEVELOPMENT: A REVIEW OF RECENT RESEARCH-- Edward Malecki
• Chapter 5. ENTREPRENEURS, NETWORKS, AND ECONOMIC DEVELOPMENT REVISITED-- Edward Malecki
• Chapter 6. ENVISIONING A NEW RESEARCH AGENDA FOR ENTREPRENEURIAL ECOSYSTEMS: TOP-DOWN AND BOTTOM-UP APPROACHES-- Ben Spigel
• Chapter 7. CONJOINT ANALYSIS: A WINDOW OF OPPORTUNITY FOR ENTREPRENEURSHIP RESEARCH-- Dean Shepherd and Andrew Zacharakis
• Chapter 8. REFLECTION ON CONJOINT ANALYSIS-- Andrew Zacharakis and Dean Shepherd
• Chapter 9. CONJOINT ANALYSIS IN ENTREPRENEURSHIP RESEARCH: END OF THE ROAD OR A BRIDGE TO THE FUTURE?-- Matthew Wood and J. Robert Mitchell
• Chapter 10. ADVANCES IN ENTREPRENEURSHIP, FIRM EMERGENCE AND GROWTH: RATIONALE AND REALIZATIONS-- Jerome A. Katz.
• (source: Nielsen Book Data)

Advances in Entrepreneurship, Firm Emergence and Growth provides an annual examination of the major current research, theoretical and methodological efforts in the field of entrepreneurship and its related disciplines, including firm emergence and growth research. The Advances series also publishes papers from other fields, such as strategy, organizational behavior or sociology, that use entrepreneurial samples or make a contribution to entrepreneurial theory or research. It is a key source of articles-of-record for major concepts in the discipline of entrepreneurship. Volume 20, Reflections and Extensions on Key Papers of the First Twenty-Five Years of Advances, is the first in a two volume collection that celebrates the series' anniversary and embodies the idea of "past as prologue." This first volume showcases some of the most important and well-cited papers from the series including works by Dean Shepherd, Zach Zacharakis, and Connie Marie Gaglio. Reflections on their original works by each author as well as commentary by rising scholars of today are also included. The volume demonstrates the timelessness of the original classic works and demonstrates how they connect and energize leading-edge contemporary research in entrepreneurship today.
(source: Nielsen Book Data)

Entrepreneur Voices on Effective Leadership provides a detailed look at the skills and strategies necessary to go from being a good manager to becoming an extraordinary leader.

• Introduction-- Jerome Katz and Andrew Corbett
• 1. Standing Out & Fitting In: Charting the Emergence of Certified B Corporations by Industry & Region-- Ke Cao, Joel Gehman & Matthew G. Grimes
• 2. Purposes, Priorities and Accountability Under Social Business Structures: Resolving Ambiguities and Enhancing Adoption-- John E. Tyler III, Evan Absher, Kathleen Garman & Anthony Luppino
• 3. Challenges of hybridizing innovation: Exploring structural attractors as constraints-- Jamie Newth, Deborah Shepherd, Christine Woods
• 4. Indigenous entrepreneurship and hybrid ventures-- Rick Colbourne
• 5. Hybrid social enterprise business model synergy: creation of a measure-- Hue Chi Dao & Bruce C. Martin
• 6. Consumer entrepreneurship: How can entrepreneurship help understanding the nature and practices of shared consumption?-- Domenico Dentoni, Kim Poldner, Stefano Pascucci, William Gartner
• 7. Agents of Change? An Inter-Organizational Research Agenda on Hybrid New Ventures-- Brian Bergman.
• (source: Nielsen Book Data)

Contains an Open Access chapter. Recent estimates suggest that millions of people across the world are involved in some form of social venture creation. After over a decade of thoughtful scholarship on social entrepreneurship, researchers have now begun to examine individuals and organizations that purposefully combine social and economic outcomes. In Hybrid Ventures, leading researchers examine individuals and organizations that simultaneously attempt to pursue such bended value outcomes. Various perspectives on hybrid ventures are explored in this volume, including: the costs to all when some entrepreneurs do not pursue hybrid approaches, whether hybrid ventures are - or should be - the new norm, and whether the social, environmental, and economic value are distinct and should be separated from each other. This volume contains both theoretical and empirical approaches to hybrid venturing from an international group of researchers. Specific topics include: the emergence of Certified B Corporations, different hybrid business models, the role of impact investing, indigenous entrepreneurship, hybrid ventures as "agents of change, " and more. For nearly two decades, the Advances in Entrepreneurship, Firm Emergence and Growth series has provided an annual examination of the major current research, efforts in the field of entrepreneurship and Hybrid Ventures: Perspectives & Approaches to Blended Value Entrepreneurship continue in that tradition. This volume provides state-of-the-art research that helps set the foundation for inquiries into important research for the next decade and beyond.
(source: Nielsen Book Data)

A significant role of leaders is to make improvements to the areas in which they lead. The leadership style used to do this and the approach taken is a matter that is heavily debated, but essentially it is an expectation that those who lead will provide a vision to shape and drive healthcare, education and political agendas of the future. The literature tells us that leaders have a responsibility to find the right way to guide, motivate and inspire others, and to ensure that they have successors who will take on the leadership mantle in a flexible and creative way. This collection of essays uses the context of healthcare, education and politics to examine and review ideas of leadership and perceptions of what leadership should be. The authors examine a range of influences on leadership style like gender differences and how these may be addressed. In healthcare, transformational leadership has been identified as essential to improve patient care and safety as well as the health service itself and to contribute to driving change in a positive and supportive way. Conversely, ineffective and disengaged leadership has been responsible for failures, including failures to meet and improve standards of care and safety. In other areas, although strong leadership is seen as key to implementing and managing the myriad of changes demanded in the current economic climate, poor leadership is often held responsible when things fail. It is in the context of this complex environment and the need to drive change for improvement that the chapters in this book examine some key facets of leadership. Along with discussing practical examples of leadership initiatives, the authors in this collection have reviewed and reflected on a wide range of leadership literature. Each chapter addresses elements of these challenges, and together they seek to map out not only the challenges facing those who wish to understand better the role and action of leaders, but also to develop a sense of what good leadership entails. The collection begins with a focus on healthcare (Chapters One through Seven); these chapters explore ways in which leadership is used to influence improvement and drive change. The healthcare chapters discuss how leadership has been used to develop global and European-wide approaches to improve medical care. They examine the role of leadership in shaping future healthcare professionals and the professions themselves. The role of leadership in encouraging collaborative approaches and multidisciplinarity as well as the influences of gender differences are all considered. Two of the healthcare chapters (Chapters Six and Seven) respectively outline a leadership programme for nursing students and reflect on an initiative to address gender inequalities in academia. The remaining chapters (Chapters Eight through Eleven) move beyond the healthcare arena and explore the influence of wisdom on leadership practices in higher education, how military values and experiences might influence leadership approaches more widely, and how perceptions of gender can influence and limit leadership potential and the leadership role itself. Negative behaviours and their impact on leadership decisions are also discussed.
(source: Nielsen Book Data)

Buying behavior is a process that is conditioned by a complex receptive system, originating with the product's physical impulses (features such as function, size, packaging, and brand), its location (store, layout, display) and price. The interaction of these factors culminates in the customer's final choice. In fact, through communication customers assume and alter their attitudes. In other words, industry and distribution together set a communication process in motion with the customer, and the store becomes the place and the channel through which this interaction occurs.The book addresses this topic with a managerial mark. The takeoff point is a redefinition of the role the store plays in communicating and enhancing the identity of the brand and the store itself. From there, the author moves on to consider visual merchandising as a managerial tool to use for establishing a dialogue with the customer. Directions, goals, and tools of visual merchandising are analyzed and evaluated with a business approach to store management, with the aim of understanding what works in the complex task of balancing conflicting needs. On one hand the company wants to maximize profits and productivity, expand the sales areas that customers visit, rationalize replenishment, curtail shoplifting, support sales staff - and enhance the offering too. On the other hand, customers want to simplify the purchase process and save time, but at the same time they gather information, seek out stimuli and ideas, and get psychological gratification from freely and actively taking charge of their choices.
(source: Nielsen Book Data)