This document summarizes Chuck Eesley's research on the influence of the external environment on tech-based entrepreneurship. It discusses three streams of research: 1) formal institutions and how changes like lowering barriers to growth and failure can stimulate entrepreneurship; 2) industry environment and how founding team composition aligns with commercialization; and 3) informal institutions and how social activism targets firms. The research uses empirical datasets and mixed methods like interviews to study countries like China, Chile, Japan and the US before and after institutional changes to understand their impact on entrepreneurship.
2012.06.13 Economic Growth and Academic Entrepreneurship: Lessons and Implica...NUI Galway
Professor Donald Siegel, University at Albany, State University of New York, presented the second keynote address "Economic Growth and Academic Entrepreneurship: Lessons and Implications for Industry, Academia and Policymakers" at the IntertradeIreland All-Island Innovation Programme annual conference 2012, Exploiting Industry and University Research, Development and Innovation: Why it Matters held at National University of Ireland, Galway, 12 - 13 June 2012. Part 1
SPLC 2018 Summit: Leveraging Procurement for Social Impact: Two Case StudiesSPLCouncil
Slides from Diana Sheedy, Founder, ICAMS Network, & Melodie Kinet, Business Development Director, Samasource presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
Peter Drucker Global Forums: Lessons LearnedMark Beliczky
Driving business growth through Innovation. employee engagement, and academic/community/NGO strategic cooperation:
1. The need for proactive and intentional innovation, the critical importance of the role of the leader in setting Innovation as a enterprise priority/formal strategy, creating/maintaining an "innovation culture," having an innovation system, and executing both exploitive and exploration innovation
2. Making "employee engagement" a key priority and component of enterprise Human Capital strategy and to be included in the overall company strategy -- knowing the drivers, and having metrics (Global employee engagement is 13%: "engaged employees are involved in, enthusiastic about, and committed to their work and workplace" )
3. Working and partnering with Business Management Academics and private/public partnerships to collaborate on business and community growth objectives, and for business professionals to better leverage "evidence-based" management data (e.g. the Academy of Management in US)
2012.06.13 Economic Growth and Academic Entrepreneurship: Lessons and Implica...NUI Galway
Professor Donald Siegel, University at Albany, State University of New York, presented the second keynote address "Economic Growth and Academic Entrepreneurship: Lessons and Implications for Industry, Academia and Policymakers" at the IntertradeIreland All-Island Innovation Programme annual conference 2012, Exploiting Industry and University Research, Development and Innovation: Why it Matters held at National University of Ireland, Galway, 12 - 13 June 2012. Part 1
SPLC 2018 Summit: Leveraging Procurement for Social Impact: Two Case StudiesSPLCouncil
Slides from Diana Sheedy, Founder, ICAMS Network, & Melodie Kinet, Business Development Director, Samasource presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
Peter Drucker Global Forums: Lessons LearnedMark Beliczky
Driving business growth through Innovation. employee engagement, and academic/community/NGO strategic cooperation:
1. The need for proactive and intentional innovation, the critical importance of the role of the leader in setting Innovation as a enterprise priority/formal strategy, creating/maintaining an "innovation culture," having an innovation system, and executing both exploitive and exploration innovation
2. Making "employee engagement" a key priority and component of enterprise Human Capital strategy and to be included in the overall company strategy -- knowing the drivers, and having metrics (Global employee engagement is 13%: "engaged employees are involved in, enthusiastic about, and committed to their work and workplace" )
3. Working and partnering with Business Management Academics and private/public partnerships to collaborate on business and community growth objectives, and for business professionals to better leverage "evidence-based" management data (e.g. the Academy of Management in US)
Report of perspectives from 102 industry leaders on how they approach and value university relationships for innovative collaborations. Report from 18 high-tech sectors and businesses of all sizes
In December 2014 Professor Jason Heyes, along with Dr Paul Lewis from the University of Birmingham, co-hosted a one-day workshop on ‘Regulating work and employment: recent changes/future prospects’. The event was attended by representatives of ACAS, the Department of Business, Innovation and Skills (BIS), the CIPD and the Gangmasters Licensing Authority (GLA), as well as leading academics and early career researchers. The workshop was the culmination of a two-year project, funded by the British Academy and Leverhulme Trust, which has assessed the consequences of labour market policy reforms in the EU since the start of the economic crisis in 2008.
During the workshop, Jason Heyes, Paul Lewis and Mark Beatson – chief economist at the CIPD – discussed the implications of employment rights reforms for workers and employers while Dr Tim Vorley (Sheffield), Professor Ute Stephan (Aston) and Professor Simon Down (Anglia Ruskin) spoke about the impact of employment regulations on small businesses. Mark Heath from the GLA and Professor Linda Dickens from the University of Warwick assessed long-standing and emerging challenges facing government agencies responsible for ensuring compliance with employment rights while Tony Thomas and Paula Lovitt provided insights into BIS’ review of employment status.
We are hosting many slides from this event on Slideshare. Find out more about the Work, Organisation & Employment Relations Research Centre (WOERRC) here: http://www.woerrc.group.shef.ac.uk/
THIS PRESENTATION ENCASES A EFFECTIVE AND EFFICIENT PROBLEM SOLVING TECHNIQUE THROUGH FISH BONE DIAGRAM
TEAM MEMBER 1:
GARIMA SRIVASTAVA
TEAM MEMBER 2:
TRINA GHOSH
Taking the Elevator: Reflections on the PhD journey, DMU keynote May 2016Dr. Crispin Coombs
Keynote presentation by Dr Crispin Coombs at Research Conference for Doctoral and Early Career Researchers, 10 May 2016, DeMontfort University, Leicester
Caring for the Future: Systemic Design of Flourishing Enterprise - RDS3 - Jon...Antony Upward
A conference paper that introduces the Strongly Sustainable Business Model Canvas that is conceptually "powered by" the Strongly Sustainable Business Model Ontology. This practitioner visual design tool supports the description of past, current, or future business models that may create outcomes anywhere on a continuum of profit-prioritizing to strongly sustainable. Strongly sustainable outcomes, a term originated by Ecological Economists, are those that "sustain the possibility that human and other life will flourish on this planet forever" (Ehrenfeld).
Presented at "The Third Symposium of Relating Systems Thinking and Design (RSD3)" October 15-17 2014, Oslo, Norway.
Slides and other materials from conference presentation: http://systemic-design.net/rsd3-proceedings/business-enterprise-design/
This article summarizes significant elements of my graduate thesis - see https://yorku.academia.edu/AntonyUpward/Thesis.
Subsequently the Strongly Sustainable Business Model Canvas has been further refined to become the Flourishing Business Canvas (see www.FlourishingBusiness.org for the most recent practice and developments).
Cite as: Jones, P. H., & Upward, A. (2014). Caring for the future: The systemic design of flourishing enterprises. Proceedings of the Third Symposium of Relating Systems Thinking and Design (RSD3), Oslo, Norway. 1-8.
Pakistan’s 5th National Conference on
Quality Assurance in Education
PCSIR Auditorium Ferozepur Road, Lahore
June 16 ~ 17, 2007
Presenter, M. Laeeq Khan
Since the beginning of the social web, marketers have been trying to figure out what it is that creates buzz online? Is it that funny viral YouTube video? Witty real-time twitter banter? A big enough budget on that Facebook video? Kylie Jenner’s instagram?
Well, I’m going to tell you today that it is NONE of those things, but it’s also NOT rocket science.
The biggest factor that will determine how quickly something travels through a network is…
I guess you’ll just have to click through the presentation to find out.
This talk was given at Social Media Camp in Victoria, BC on May 7, 2016.
You Gotta Have Personality: how to connect to today’s customer with videoTara Hunt
Delivered at Digital Crossroads in Louisville, Kentucky on October 21, 2016. The core thesis of my presentation is that video is accessible for those who care about their audience (not for those who want a quick win) and, if you care, you should be making video...but only if you are committed to Hub content.
Channels featured:
https://www.youtube.com/l2inc
https://www.youtube.com/blendtec
https://www.youtube.com/user/Vidlers510
https://www.youtube.com/justinbendercpm (just launched)
https://www.youtube.com/channel/UCYxXNXA0npMEZ7xY74Bq9KA (launching soon)
https://www.youtube.com/channel/UC0Ld0jjEoyc5J3hfdrZVJlw (launching soon)
Podcast Creator:
http://www.joangarry.com/
Articles/Resources:
http://variety.com/2015/digital/news/youtubers-teen-survey-ksi-pewdiepie-1201544882/
http://contentmarketinginstitute.com/wp-content/uploads/2015/09/2016_B2B_Report_Final.pdf (lots of stats)
https://www.thinkwithgoogle.com/intl/en-gb/research-studies/youtube-brand-playbook.html
Report of perspectives from 102 industry leaders on how they approach and value university relationships for innovative collaborations. Report from 18 high-tech sectors and businesses of all sizes
In December 2014 Professor Jason Heyes, along with Dr Paul Lewis from the University of Birmingham, co-hosted a one-day workshop on ‘Regulating work and employment: recent changes/future prospects’. The event was attended by representatives of ACAS, the Department of Business, Innovation and Skills (BIS), the CIPD and the Gangmasters Licensing Authority (GLA), as well as leading academics and early career researchers. The workshop was the culmination of a two-year project, funded by the British Academy and Leverhulme Trust, which has assessed the consequences of labour market policy reforms in the EU since the start of the economic crisis in 2008.
During the workshop, Jason Heyes, Paul Lewis and Mark Beatson – chief economist at the CIPD – discussed the implications of employment rights reforms for workers and employers while Dr Tim Vorley (Sheffield), Professor Ute Stephan (Aston) and Professor Simon Down (Anglia Ruskin) spoke about the impact of employment regulations on small businesses. Mark Heath from the GLA and Professor Linda Dickens from the University of Warwick assessed long-standing and emerging challenges facing government agencies responsible for ensuring compliance with employment rights while Tony Thomas and Paula Lovitt provided insights into BIS’ review of employment status.
We are hosting many slides from this event on Slideshare. Find out more about the Work, Organisation & Employment Relations Research Centre (WOERRC) here: http://www.woerrc.group.shef.ac.uk/
THIS PRESENTATION ENCASES A EFFECTIVE AND EFFICIENT PROBLEM SOLVING TECHNIQUE THROUGH FISH BONE DIAGRAM
TEAM MEMBER 1:
GARIMA SRIVASTAVA
TEAM MEMBER 2:
TRINA GHOSH
Taking the Elevator: Reflections on the PhD journey, DMU keynote May 2016Dr. Crispin Coombs
Keynote presentation by Dr Crispin Coombs at Research Conference for Doctoral and Early Career Researchers, 10 May 2016, DeMontfort University, Leicester
Caring for the Future: Systemic Design of Flourishing Enterprise - RDS3 - Jon...Antony Upward
A conference paper that introduces the Strongly Sustainable Business Model Canvas that is conceptually "powered by" the Strongly Sustainable Business Model Ontology. This practitioner visual design tool supports the description of past, current, or future business models that may create outcomes anywhere on a continuum of profit-prioritizing to strongly sustainable. Strongly sustainable outcomes, a term originated by Ecological Economists, are those that "sustain the possibility that human and other life will flourish on this planet forever" (Ehrenfeld).
Presented at "The Third Symposium of Relating Systems Thinking and Design (RSD3)" October 15-17 2014, Oslo, Norway.
Slides and other materials from conference presentation: http://systemic-design.net/rsd3-proceedings/business-enterprise-design/
This article summarizes significant elements of my graduate thesis - see https://yorku.academia.edu/AntonyUpward/Thesis.
Subsequently the Strongly Sustainable Business Model Canvas has been further refined to become the Flourishing Business Canvas (see www.FlourishingBusiness.org for the most recent practice and developments).
Cite as: Jones, P. H., & Upward, A. (2014). Caring for the future: The systemic design of flourishing enterprises. Proceedings of the Third Symposium of Relating Systems Thinking and Design (RSD3), Oslo, Norway. 1-8.
Pakistan’s 5th National Conference on
Quality Assurance in Education
PCSIR Auditorium Ferozepur Road, Lahore
June 16 ~ 17, 2007
Presenter, M. Laeeq Khan
Since the beginning of the social web, marketers have been trying to figure out what it is that creates buzz online? Is it that funny viral YouTube video? Witty real-time twitter banter? A big enough budget on that Facebook video? Kylie Jenner’s instagram?
Well, I’m going to tell you today that it is NONE of those things, but it’s also NOT rocket science.
The biggest factor that will determine how quickly something travels through a network is…
I guess you’ll just have to click through the presentation to find out.
This talk was given at Social Media Camp in Victoria, BC on May 7, 2016.
You Gotta Have Personality: how to connect to today’s customer with videoTara Hunt
Delivered at Digital Crossroads in Louisville, Kentucky on October 21, 2016. The core thesis of my presentation is that video is accessible for those who care about their audience (not for those who want a quick win) and, if you care, you should be making video...but only if you are committed to Hub content.
Channels featured:
https://www.youtube.com/l2inc
https://www.youtube.com/blendtec
https://www.youtube.com/user/Vidlers510
https://www.youtube.com/justinbendercpm (just launched)
https://www.youtube.com/channel/UCYxXNXA0npMEZ7xY74Bq9KA (launching soon)
https://www.youtube.com/channel/UC0Ld0jjEoyc5J3hfdrZVJlw (launching soon)
Podcast Creator:
http://www.joangarry.com/
Articles/Resources:
http://variety.com/2015/digital/news/youtubers-teen-survey-ksi-pewdiepie-1201544882/
http://contentmarketinginstitute.com/wp-content/uploads/2015/09/2016_B2B_Report_Final.pdf (lots of stats)
https://www.thinkwithgoogle.com/intl/en-gb/research-studies/youtube-brand-playbook.html
We peered into the year ahead to bring you our light-hearted predictions for marketing, tech, pop culture and more in 2017!
We've also included the success rate of our 2016 predictions to prove our prognostication credentials.
Follow us for more updates
Content marketing agency strategy, services, and examples. Infographics, viral videos and images from Traffic and Conversion Conference and Perry Belcher.
Why Presentation Matter. PowerPoint is installed on at least 1 billion computers but 95% of presentations still miss the mark. One great presentation can change the world, win hearts and minds, and convince people of your ideas.
In this SlideShare presentation, we've put together some helpful tips to improve your presentation designs and how to make your presentations more engaging.
Every presentation should understand its audience and convey your message clearly. Tell people why it matters to them, not only the what and how.
Because we truly believe presentations matter and every slide counts.
We hope you enjoy this SlideShare and if you need help with your presentation designs you know where you can find us.
This SlideShare was designed by The Presentation Designer, a presentation design agency based in the UK.
The Future of Influence - how the audience, content + media is changing how a...Tara Hunt
In my November 2016 presentation at Ciudad de la Ideas in Mexico, I made the argument that though we are still influenced by the same fundamental things, the way they present themselves is very different. My talk is also up on YouTube here: https://www.youtube.com/watch?v=MF2ZbO0bMok&t=25s
How to Write a Content Marketing Plan Step-by-StepBuffer
A complete guide to building a comprehensive content strategy. Full post at http://blog.bufferapp.com/content-marketing-strategy (and a free template!)
2016 Digital predictions for marketing, tech, pop culture and everything in b...Soap Creative
Another light-hearted look at what we think the zeitgeist of 2016 will be for marketing, tech, pop culture and everything in-between.
Many of our previous predictions are still in play and while we like to be right we'd rather make you smile with these less predictable trends.
Follow us for more updates.
The SlideShare 101 is a quick start guide if you want to walk through the main features that the platform offers. This will keep getting updated as new features are launched.
The SlideShare 101 replaces the earlier "SlideShare Quick Tour".
Presentation on success factors for technology based startups given by a doctoral student at MIT Sloan for graduate students in departments touching on nanotech.
Esteve almirall esade business school innovation policy -digitalsocialeu
Presentation by Esteve Almirall, Esade Business School, on how policy can support digital social innovation (DSI). Presented at February 3rd 2014 DSI workshop in Brussels.
ASB 100Spring 2019Writing Assignment 3In this assignme.docxrandymartin91030
ASB 100
Spring 2019
Writing Assignment 3
In this assignment, you must select a topic, condition, or problem related to ‘water, sanitation, and hygiene’ or climate change that you consider to be a global health priority. This priority needs to be specific rather than a general concept such as ‘climate change.’
After describing the issue and justifying why it is a priority, design a health intervention to address the issue. The intervention must include at least two components: an educational component (e.g. dealing with beliefs and behavior); and an infrastructure or policy component (for example new construction, policy to limit emissions, etc.). For each component, state what you would do as well, why and how your intervention would have an effect, and how you would measure success (e.g. increasing handwashing rates).
You are encouraged to use visuals to help explain your intervention or to provide examples of your interventions. If you use images from the internet, please provide the website where you found the image.
Make sure that you address the ‘who, what, where, when, and why’ issues in both your justification as well as your proposed intervention. For example, do you focus on areas that lack access to adequate sanitation versus places where the quality of services may be an issue? Do you focus on areas that are at highest risk of climate change impacts, or areas that contribute the most to greenhouse gases? Do you focus on urban or rural areas? For the educational component, do you provide ads on tv, billboards, or in schools? Do you focus on adults, teenagers, or children? Do you propose policy at the global or national level?
You must include at least one unique source for each section of the proposal (justification, education/behavior, infrastructure/policy). You may use the same author or institution for each section (such as the World Health Organization), but the documents must be unique for each part. Please make sure that you identify the source of any information you use by using in-text citations (e.g. the WHO (2016) states…), and well as identifying any direct quotations with quotation marks (“”).
Topic:
Justification: (approximately 200 words)
Educational / Behavioral Component: (approximately 300-400 words)
Infrastructure / Policy Component: (approximately 300-400 words)
Citations:
· Ulrich, D. & Smallwood, N. 2004. Capitalizing on capabilities. Harvard Business Review, 82(6):119-127 (C)
· Porter, M. E. (2001). The value chain and competitive advantage. Understanding business processes, Chapter 5, pp. 50-59. The reading is available online at the following link.
· https://books.google.com/books?hl=en&lr=&id=lNEl9R4MWawC&oi=fnd&pg=PT54&dq=porter+value+chain&ots=XCm72AmYMJ&sig=gYW0LThqprzbiDfB1NNnPxIEKA8#v=onepage&q=porter%20value%20chain&f=false
· Porter’s Value Chain Analysis: https://www.toolshero.com/management/value-chain-analysis-porter/
www.hbr.org
A R T I C L E
H B R S
P.
2012.06.13 Economic Growth and Academic Entrepreneurship: Lessons and Implica...NUI Galway
Professor Donald Siegel, University at Albany, State University of New York, presented the second keynote address "Economic Growth and Academic Entrepreneurship: Lessons and Implications for Industry, Academia and Policymakers" at the IntertradeIreland All-Island Innovation Programme annual conference 2012, Exploiting Industry and University Research, Development and Innovation: Why it Matters held at National University of Ireland, Galway, 12 - 13 June 2012. Part 2
Oragnization development OD (INTRODUCTION)shagun jain
Organization development is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
2017.04.06 Understanding the Innovative Capacity of OrganisationsNUI Galway
Dr Rachel Hilliard, NUI Galway, presented this talk entitled "Understanding the Innovative Capacity of Organisations" on behalf of the Innovation and Structural Change research cluster at the 2017 Whitaker Institute Research Day on 6th April 2017.
Take Control of Your Facilities: Explore the Tools for Creating a New Convers...Sightlines
With the expansion in college and university square footage, physical assets make up a greater portion of institutional wealth than ever before with values several times most endowments. However, with the ongoing needs brought about by a larger footprint, and challenges to operating and capital funding alike, it has never been so important to have an effective partnership between the CFO and Chief Facilities Officer.
Learn how institutional leader are utilizing a new breed of facilities intelligence solutions to provide the same level of analytical rigor to facilities that most institutions already have for financial assets.
Webinar attendees will leave with an understanding of national trends affecting physical plant and how a new conversation can be created on your campus to assess performance, discover opportunities, and create lasting change.
Organisation Effectiveness Assessment looks at some diagnostic models that can help diagnose the problems of organisations and how to find solutions to such problems. Consults need to have skills in how to assess organisations for change, efficiency or funding in the case of non-profit organisations.
The Slides cover:
1. What is an organisation?
2. The Open Systems Model
3. What is organisational effectiveness?.
4. Approaches to measuring organisational effectiveness
5. What is organisational Analysis?
6. Organisational Analysis Cycle
7. Purposes and perspectives of organisational analysis.
8. Data Collection Methods. (Imagery; questionnaire; interviews;Observation;Focus groups; Secondary material, etc.
9. Advantages and Disadvantages of Data Collection Methods
10.Use of appropriate organizational diagnostic models to assess organisations.
a. Kurt Lewin’s Force Field Model;
b. Likert’s Management System Model;
c. McKenzie’s 7S Model;
d. Weisbord 6-Box Model
11. Organisational Capacity Assessment Tools (OCAT).
a. Why conduct Organisational Capacity Assessment?
b. Organisational Capacity Assessment Process;
c. Application of an OCAT Tool
Writing an Organisational Assessment Report.
Dr. Monica G. Williams, PhD Dissertation Defense, Dr. William Allan Kritsonis...William Kritsonis
Dr. William Allan Kritsonis, PhD Dissertation Chair for Dr. Monica G. Williams, PhD Program in Educational Leadership, PVAMU, Member of the Texas A&M University System.
Innovation in higher education: Beyond the social campusMichael Krigsman
This research describes key forces of change facing higher education. We interviewed a dozen highly innovative CIOs to learn their lessons and present a roadmap for institutional change based on strategic alignment between IT and the business. The report was sponsored by Enterasys Networks.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. stvp.stanford.edu
Influence of the External Environment on
Tech-Based Entrepreneurship
• Individual
characteristics,
network ties, and
strategy
• Effective institutional
change influences
who starts firms, not
just how many firms
are started.
• Study a single country
(China, Chile, Japan, and
the U.S.) before and after
a major institutional
change
• natural experiments
• Empirical/large dataset,
international
fieldwork/interviews
4. stvp.stanford.edu
Stream 1: Formal Institutions
• Prior literature focuses on barriers to entry, self-employment
• Entrepreneurial activities of high human capital individuals – focus on high-
growth, technology-based firms.
•Eesley, C. 2016. Institutional Barriers to Growth: Entrepreneurship,
Human Capital and Institutional Change. Organization
Science
•Armanios, D., C.E. Eesley, K.M. Eisenhardt, J. Li. 2016. How entrepreneurs
leverage institutional intermediaries in emerging economies to acquire
public resources, Strategic Management Journal
•Eesley, C.; J.B. Li, and D. Yang. 2016. Does Institutional Change in
Universities Influence High-Tech Entrepreneurship?: Evidence from
China’s Project 985. Organization Science, 27(2): 446-461.
•Eberhart, R.; C. Eesley, and K. Eisenhardt. 2016 Failure IS an Option:
Institutional Barriers to Failure, Bankruptcy and New Firm Performance,
Organization Science, cond. acceptance
5. stvp.stanford.edu
Stream 1: Formal Institutions
Eesley, C. 2016. Institutional Barriers to Growth:
Entrepreneurship, Human Capital and Institutional
Change. Organization Science
• Amendment to the Chinese constitution reversing regulations
that favored firms with foreign investors and state-owned
enterprises
• Lowering BTG stimulates the founding of firms by high human
capital individuals
7. stvp.stanford.edu
• Eberhart, R.; C. Eesley, and K. Eisenhardt. 2016. Failure IS an
Option: Institutional Barriers to Failure, Bankruptcy and New Firm
Performance, Organization Science
• 2003 bankruptcy reform in Japan
• COSMOS2 database from Teikoku Databank, Ltd. 50,000 firms
over a 20 year time period, 10 variables, 10 million observations
• Lowering barriers to failure – increase churn, but also venture
growth rates (due to elites)
Stream 1: Formal Institutions – Barriers to
Failure
9. stvp.stanford.edu
Industry Environment
• Eesley, Charles E.; Hsu, D.; Roberts, E.B. 2013. The Contingent
Effects of Top Management Teams on Venture
Performance: Aligning Founding Team Composition with Innovation
Strategy and Commercialization Environment. Strategic
Management Journal, 35(12): 1798–1817.
• Eesley, Charles E. and Roberts, E.B. 2012. Are You Experienced or
Are You Talented?: When Does Innate Talent versus Experience
Explain Entrepreneurial Performance. Strategic Entrepreneurship
Journal. 6(3): 207-219. (Winner, Best Paper Proceedings Award,
AOM conference, Montreal, 2010.)
• Hsu, D.; Roberts, E.B.; Eesley, Charles. 2007. Entrepreneurs from
Technology-Based Universities: Evidence from MIT. Research
Policy 36, 768–788.
12. stvp.stanford.edu
Stream 2: On-going work on digital
platforms
• 30 months of firm-level data on
around 10,000 merchant
ventures
– Sales data
– # of distinct items sold
– pricing
– product categories
– customer review scores
– gender of owner
– age of owner
– registration date
– location (province & city)
• 200+ hours of interviews
• Alibaba – 1,000 Faces,
platform change (with Wesley
Koo)
• Customizing search results to
each individual consumer
• Forced merchants to focus on
particular consumer segments
14. stvp.stanford.edu
Stream 3: Informal Institutions
• Eesley, C.; Decelles, K.; Lenox, M. 2015. Through the
Mud or in the Boardroom: Activist Types and their
Strategies in Targeting Firms for Social
Change. Strategic Management Journal,
• Lenox, M. and Eesley, C. 2009. Private Environmental
Activism and the Selection and Response of Firm
Targets. Journal of Economics & Management
Strategy, 18(1), 45-73.
• Eesley, Charles; Lenox, Michael. 2006. Firm Responses
to Secondary Stakeholder Action. Strategic
Management Journal, 27(8):765-781.
16. stvp.stanford.edu
Influence of the External Environment
on Tech-Based Entrepreneurship
• Policy leaders wish to
foster high growth,
technology-based start-
ups
• Institutional changes can
significantly influence the
types of firms that are
created, who creates
them, and how they
perform.
• Theoretical contributions
– institutional barriers to
growth and failure,
founding team alignment,
informal inst.
• Methods contributions
– look beyond developed
North American and
European economies.
– differences-in-differences,
randomized field
experiments, regression
discontinuity, instrumental
variables
22. Methods contributions
• Alumni Surveys
• Platform/Field Randomized Experiments
• Web scraping, platform data – Alibaba/Taobao (Wesley),
Chinese regional government websites (Daniel), LinkedIn
(Xinyi),
• Lab experiment – Tsinghua Executive MBAs (Xinyi)
• QCA analysis, In-person interview surveys (Daniel, Jamber)
• (A) showing how to measure talent, (B) using alumni surveys
to reduce success bias, (C) collecting data internationally, (D)
using randomized field experiments, and (E) analyzing multi-
industry databases with state-of-the-art statistics (Regression
discontinuity, instrumental variables, differences-in-
differences)
23. Why study high-tech
entrepreneurship?
• Driver of economic growth and technical progress
• Driver of economic and social mobility
• Important intersection of technical and social science
issues
• Young field, interesting methodological, statistical issues
24. stvp.stanford.edu
Public Research Institutions and
Entrepreneurship
Science Parks
• How entrepreneurs leverage institutional intermediaries in
emerging economies to acquire public resources.
(Strategic Management Journal with D. Armanios, J. Li
and K. Eisenhardt),
• Provide multiple paths that expand the set of people who
can become successful entrepreneurs.
• Distinguish which entrepreneurs benefit from certification
v. capability-building
– new constructs: skill adequacy and context relevance.
25. stvp.stanford.edu
Chinese Academy of
Sciences Reform
• w/ Daniel Armanios (Carnegie
Mellon)
• Combining web scraping via Python
script and government database of
high tech certification
• Dataset of >10,000 Chinese high
tech ventures
R&R at Administrative Sciences
Quarterly
29. stvp.stanford.edu
Stanford Alumni Survey
% of
firms
median
emp#
median rev
($mil)
Est.
aggregate
total emp#
Est. aggregate
total sales ($mil)
Less than
1000 97% 10 $1 1,762,000 $1,711,000
1,000–10,000 2.6% 1,947 $250 2,248,000 $704,000
More than
10,000 0.3% 16,000 $1,950 1,377,000 $251,452
Total 100% 11 $1.2 5,387,000 $2,667,000
30. stvp.stanford.edu
Heavy Innov Moderate Innov Little Innov Total
Percent of firms 25% 25% 50% 100%
Revenue (in millions of
$) $1,270,000 $531,000 $864,000 $2,667,000
% of total revenues by
all Stanford firms 48% 20% 32% 100%
Employees 1,141,000 2,003,000 2,242,000 5,387,000
% of total employment
by all Stanford firms 21% 37% 42% 100%
Stanford Alumni Survey
33. The Experiment
• Analytic Strategy
– Regression Discontinuity Design. (Imbens & Lemieux, 2008)
• Treated: Domestic entrepreneurs who were barely accepted into the
program.
• Control: Domestic entrepreneurs who were barely rejected from the
program.
– Self-reported value assessment comparison.
– Interviews.
• Treatment
– Participation in Start-Up Chile.
• Data
– Pre- and post-treatment surveys. (Shadish, Cook & Campbell, 2002)
– Self-assessment survey of beliefs and behaviors, corrected by
socially desirable responding. (Paulhus, 2002)
– Relative change comparison. (Hennig, Mullensiefen & Bargmann, 2010)
Editor's Notes
Public policy that started 4 years ago.
$40,000 equity free to foreign and domestic entrepreneurs.
Founders’ intuition:
Domestic entrepreneurs had less audacious business models than foreign entrepreneurs as a consequence of deficient individual level characteristics.
Caused by the country’s insularity.
By forcing social interaction between domestic and foreign entrepreneurs, domestic entrepreneurs would improve.
It’s founders goal:
To spur national entrepreneurialism by connecting Chilean entrepreneurs with Global entrepreneurs.
Incentive for foreigners: equity free capital and a work visa.
Incentive for nationals: not so obvious at first,
As an aside, this program was highly controversial in its early stage. Tax payer money going to foreigners? Increasing competition for limited resources?
However, now national entrepreneurs fight to get in, and prefer receiving $40,000 to get into SUP than $80,000 to go into an incubator.