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Are you familiar with one of the following situations? You have developed this great strategy for your company, your product, or your department but for some reason, it does not get heard. You have a good team, but there are some who just do not seem to join forces and leave you out in the rain when the situation calls for action. There is your boss, a nice guy, but somehow he seems immune to all your efforts of convincing him of this new idea that you want to implement. Situations like this are common for managers on all levels. They make us feel powerless. They make us feel struck in the inertia of our organizations. They might make us see ourselves as victims of the circumstances we are operating in. When trapped in situations like this, we start blaming others for their incompetence or our company for its laziness or complacency. Situations like this tell us about the influence that we have on others and their influence on us: This is what this book is all about.

This paper summarizes the findings from a series of interviews between October 2012 & February 2013 with people at New Zealand companies that were founded in order to commercialize an innovation internationally. The interviews focused on the steps the companies had taken to commercialize their innovation on the international market and the issues they had faced in the process.

We analyze incidence and evolution of patent thickets. The paper provides a modeling framework showing how competition for patent portfolios, complementarity of patented technologies and hold-up affect patenting. Predictions are that technological opportunity reduces patenting in complex technologies, while increasing patenting in discrete technologies. Competition has the opposite effects. The predictions are tested using European patent data in a panel with 2,074 patenting firms in thirty technology areas over fifteen years. A new measure of technological complexity is applied. GMM estimation results confirm the predictions of our preferred model. Patent thickets are found in nine out of thirty technology areas.

© 2013 The Editorial Board of The Journal of Industrial Economics and John Wiley & Sons Ltd

Insbesondere Sozialkompetenz und personale Kompetenz zeichnen erfolgreiche Führungspersönlichkeiten aus. Dieses Buch unterstützt sowohl junge als auch erfahrene Führungskräfte in der Analyse ihrer eigenen Motive, Werte, Emotionen und Persönlichkeitseigenschaften sowie deren Wirkung auf den Führungserfolg. Zielsetzung ist es, einen authentischen Führungsstil zu entwickeln und eigene Stärken zu erkennen und auszubauen. Best-Practice Beispiele und Fragen zur Selbstreflexion unterstützen den Transfer der Inhalte in den Unternehmensalltag.

We study how an individual's exposure to external information regulates the evaluation of entrepreneurial opportunities and entrepreneurial action. Combining data from interviews, a survey, and a comprehensive web log of an online user community spanning eight years, we find that technical information shaped opportunity evaluation and that social information about user needs drove individuals to entrepreneurial action. Our empirical findings suggest that reducing demand uncertainty is a central factor regulating entrepreneurial action, an insight that received theories of entrepreneurial action have so far overlooked.

With permission of the Academy of Management