@article {1973971,
	title = {The Effects of Ownership and Governance on SMEs International Knowledge-based Resources},
	journal = {Small Business Economics},
	volume = {29},
	year = {2006},
	month = {2006},
	pages = {309 - 327},
	keywords = {Strategy \& Entrepreneurship},
	author = {Zahra,Shaker  A. and Neubaum,Donald and Naldi,Lucia}
}
@article {1973986,
	title = {Institutional Ownership and Corporate Social Performance:  The Moderating Effect of Investment Horizon, Activitism and Coordination},
	journal = {Journal of Management},
	volume = {32},
	year = {2006},
	month = {2006},
	pages = {1-24},
	abstract = {Scandals at Enron and WorldCom have thrust debates concerning corporate governance and corporate social performance (CSP) to the forefront of the minds of shareholders, managers, and public policy makers. Relying on the theory of stakeholder salience, the authors suggest that institutional owners{\textquoteright} investment horizons, as well as the frequency and coordination of institutional owners{\textquoteright} activism, moderate the institutional ownership -CSP relationship. Data collected in 1995 and 2000 from the Fortune 500 firms show that long-term institutional ownership is positively associated with CSP and that the frequency and coordination of activism interact with long-term institutional holdings to positively affect CSP 3 years later.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Neubaum,Donald and Zahra,Shaker  A.}
}
@article {1974006,
	title = {Competitive Analysis and New Venture Performance:  Understanding the Impact of Strategic Uncertainty and Venture Origin},
	journal = {Entrepreneurship, Theory and Practice},
	volume = {27},
	year = {2002},
	month = {2002},
	pages = {1-28},
	abstract = {Effective competitive analysis (CA) is important for success in today{\textquoteright}s marketplace. CA may be particularly important to new ventures that may lack experience in their industries and knowledge of their rivals. Using survey data from 228 new ventures, this study concludes that the formality, comprehensiveness, and user orientation of CA activities are positively associated with new venture performance. Strategic uncertainty and venture origin also significantly moderate the relationship between CA and new venture performance.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Zahra,Shaker  A. and Neubaum,Donald and El-Hagrassey,Galal  M.}
}
@article {1982121,
	title = {Institutional ownership and corporate social performance:  The moderating effect of investment horizon, activism, and coordination},
	year = {2002},
	month = {2002},
	keywords = {Strategy \& Entrepreneurship},
	author = {Neubaum,Donald and Zahra,Shaker  A.}
}
@article {1974011,
	title = {Entrepreneurship in Medium-sized Companies:  Exploring the Effects of Ownership and Governance Systems},
	journal = {Journal of Management},
	volume = {26},
	year = {2000},
	month = {2000},
	pages = {947-976},
	abstract = {Corporate entrepreneurship (CE), which embodies a company{\textquoteright}s innovation and venturing activities, is necessary in today{\textquoteright}s competitive markets. CE is important for organizational renewal, the creation of new business, and improved performance. CE, however, requires strong and continued support from the company{\textquoteright}s top executives. Data from 231 medium-size manufacturing companies show that commitment to CE is high when: (1) executives own stock in their company; (2) the board chair and the chief executive officer are different individuals; (3) the board is medium in size; and, (4) outside directors own stock in the company. The relationships between the ratio of outside directors and CE, and institutional ownership and CE, are mixed. CE is also positively associated with future company performance.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Zahra,Shaker  A. and Neubaum,Donald and Huse,Merton}
}