01537nas a2200169   4500008004100000245008300041210006900124260002200193490000700215520092900222653001501151653003201166100001701198700001801215700002001233856011401253       2018                        eng d00aTax Avoidance, Financial Experts on the Audit Committee, and Business Strategy0 aTax Avoidance Financial Experts on the Audit Committee and Busin  aHoboken, NJc20180 v453 aWe examine whether financial expert audit committee members tailor their approach to overseeing the corporate tax planning process according to the firm's business strategy. We predict and find that such directors encourage defender‐type firms (characterized partially by high risk aversion) to engage in more tax avoidance activities and prospector‐type firms (characterized partially by innovation and risk seeking) to scale back on tax avoidance, relative to the opposing strategy type. We also find that both accounting experts and non‐accounting financial experts on the audit committee contribute to our results to some extent, although the effects of non‐accounting financial experts present more consistently. Overall, our results suggest that financial experts on the audit committee tend to play more of an advising role for defenders and more of a monitoring role for prospectors, relative to one another.10aAccounting10aStrategy & Entrepreneurship1 aMoore, Jared1 aHsu, Pei, Hui1 aNeubaum, Donald  u/biblio/tax-avoidance-financial-experts-audit-committee-and-business-strategy01217nas a2200157   4500008004100000245007300041210006900114260000900183520064100192653003200833100002000865700002800885700001800913700002200931856010600953       2017                        eng d00aStewardship Climate Scale: An Assessment of Reliability and Validity0 aStewardship Climate Scale An Assessment of Reliability and Valid  c20173 aWhile stewardship theory is often used to explain family business outcomes, no prior empirical study has used a validated measure of stewardship. We, therefore, surveyed 846 managers and subordinates from 221 family- and non-family firms in the US and Australia to develop a reliable and valid stewardship climate scale. We found family firms have a stronger stewardship climate and the relationship between stewardship climate and performance is mediated by innovativeness, and the effects of stewardship are stronger in family firms, confirming the value of stewardship theory, and our scale, when explaining family business outcomes.10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aThomas, Christopher, H.1 aDibrell, Clay1 aCraig, Justin, B.  u/biblio/stewardship-climate-scale-assessment-reliability-and-validity00543nas a2200109   4500008004100000245011300041210006900154260002400223653003200247100002000279856013400299       2016                        eng d00aHow Do I Publish Quality Research in Family Business? Workshop on Best Practices in Family Business Research0 aHow Do I Publish Quality Research in Family Business Workshop on  aSan Diego, CAc201610aStrategy & Entrepreneurship1 aNeubaum, Donald  u/biblio/how-do-i-publish-quality-research-family-business-workshop-best-practices-family-business00645nas a2200157   4500008004100000245013000041210006900171260000900240300000900249490000700258653001500265653003200280100001900312700002000331856013600351       2016                        eng d00aResearch on the dark side of personality traits in entrepreneurship: Observations from an organizational behavior perspective0 aResearch on the dark side of personality traits in entrepreneurs  c2016  a7-170 v4010aManagement10aStrategy & Entrepreneurship1 aKlotz, Anthony1 aNeubaum, Donald  u/biblio/research-dark-side-personality-traits-entrepreneurship-observations-organizational-behavior00662nas a2200169   4500008004100000245013000041210006900171260000900240300001000249490000700259653000800266653003200274100001500306700002000321700002100341856013000362       2015                        eng d00aThe Effect of Virtuous and Entrepreneurial Orientations on Microfinance Lending and Repayment: A Signaling Theory Perspective0 aEffect of Virtuous and Entrepreneurial Orientations on Microfina  c2015  a27-520 v3910aMBA10aStrategy & Entrepreneurship1 aMoss, Todd1 aNeubaum, Donald1 aMeyskens, Moriah  u/biblio/effect-virtuous-and-entrepreneurial-orientations-microfinance-lending-and-repayment-001314nas a2200181   4500008004100000245011200041210006900153260000900222300001400231490000700245520064600252653001500898653003200913100001800945700001800963700002000981856013101001       2015                        eng d00aLinking the formal strategic planning process, planning flexibility, and innovativeness to firm performance0 aLinking the formal strategic planning process planning flexibili  c2015  a2000-20070 v673 aWe explore how formal strategic planning processes, adaptive capabilities, and innovativeness are associated with firm financial performance in a multi-industry sample (N = 448). Our results suggest both formal strategic planning processes and adaptive capabilities are positively associated with innovativeness. In addition, we find innovativeness fully mediates the relationships from formal strategic planning and adaptive capabilities to firm financial performance. This implies that organizations that concurrently act and react will be in a more advantageous competitive position than those unable to master this paradoxical conundrum.10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/linking-formal-strategic-planning-process-planning-flexibility-and-innovativeness-firm00619nas a2200169   4500008004100000245013400041210006900175260000900244300001200253490001000265653003200275100001600307700002000323700002000343700001500363856007100378       2015                        eng d00aThe Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence0 aRelationship between Team Autonomy and New Product Development P  c2015  a83–960 v33-3410aStrategy & Entrepreneurship1 aChen, Jiyao1 aNeubaum, Donald1 aReilly, Richard1 aLynn, Gary  uhttp://www.sciencedirect.com/science/article/pii/S027269631400069200631nas a2200133   4500008004100000245013400041210006900175260002600244653003200270100002200302700001600324700002000340856013700360       2014                        eng d00aOrganizational Resilience Following Periods of Crisis: How Family Control and Firm Age Influence Change in Emphasis on Innovation0 aOrganizational Resilience Following Periods of Crisis How Family  aAlberta, Canadac201410aStrategy & Entrepreneurship1 aZachary, Miles, A1 aPayne, Tyge1 aNeubaum, Donald  u/biblio/organizational-resilience-following-periods-crisis-how-family-control-and-firm-age-influence00524nas a2200157   4500008004100000245009700041210006900138260000900207300001200216490000600228653001400234653003200248100001700280700002000297856004900317       2014                        eng d00aThe Role of Cognitive Appraisal and Emotions of Family Members in the Family Business System0 aRole of Cognitive Appraisal and Emotions of Family Members in th  c2014  a323-3330 v510aMarketing10aStrategy & Entrepreneurship1 aBee, Colleen1 aNeubaum, Donald  uhttp://dx.doi.org/10.1016/j.jfbs.2013.12.00100538nas a2200181   4500008004100000245004300041210004300084260000900127300001200136490000700148653001500155653003200170100002000202700001800222700002000240700001800260856007800278       2014                        eng d00aSocial Issues in the Family Enterprise0 aSocial Issues in the Family Enterprise  c2014  a193-2050 v2710aManagement10aStrategy & Entrepreneurship1 aVan Gils, Anita1 aDibrell, Clay1 aNeubaum, Donald1 aCraig, Justin  u/biblio/social-issues-family-enterprise-000503nas a2200109   4500008004100000245008500041210006900126260002600195653003200221100002000253856012000273       2014                        eng d00aWhat Can Social Entrepreneurship Researchers Learn From Family Business Scholars0 aWhat Can Social Entrepreneurship Researchers Learn From Family B  aPhildelphia, PAc201410aStrategy & Entrepreneurship1 aNeubaum, Donald  u/biblio/what-can-social-entrepreneurship-researchers-learn-family-business-scholars00559nas a2200145   4500008004100000245005800041210005800099260004600157653003200203100001600235700002000251700002300271700001900294856010000313       2013                        eng d00aTeam Autonomy and New Product Development Performance0 aTeam Autonomy and New Product Development Performance  aLake Buena Vista (Orlando), Floridac201310aStrategy & Entrepreneurship1 aChen, Jiyao1 aNeubaum, Donald1 aReilly, Richard, R1 aLynn, Gary, S.  u/biblio/team-autonomy-and-new-product-development-performance-000640nas a2200157   4500008004100000245011800041210006900159260000900228300001400237490000700251653003200258100002000290700002000310710001800330856013400348       2013                        eng d00aTop Management Support and Initial Strategic Assets: A Dependency Model of Internal Corporate Venture Performance0 aTop Management Support and Initial Strategic Assets A Dependency  c2013  a896 - 9150 v3010aStrategy & Entrepreneurship1 aGarrett, Robert1 aNeubaum, Donald1 aEmptyAuthNode  u/biblio/top-management-support-and-initial-strategic-assets-dependency-model-internal-corporate-001733nas a2200181   4500008004100000245012300041210006900164260000900233300001000242490000600252520105300258653001501311653003201326100002001358700001801378700001801396856013701414       2012                        eng d00aBalancing Natural Environmental Concerns of the Internal and External Stakeholders in Family and Non-family Businesses0 aBalancing Natural Environmental Concerns of the Internal and Ext  c2012  a28-370 v33 aWhile researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across these different types of firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/balancing-natural-environmental-concerns-internal-and-external-stakeholders-family-and-non-000537nas a2200121   4500008004100000245008300041210006900124260002600193653003200219100002000251700002000271856012400291       2011                        eng d00aTop Management Support and Initial Strategic Assets: Improving ICV Performance0 aTop Management Support and Initial Strategic Assets Improving IC  aSan Antonio, TXc201110aStrategy & Entrepreneurship1 aGarrett, Robert1 aNeubaum, Donald  u/biblio/top-management-support-and-initial-strategic-assets-improving-icv-performance-000396nas a2200145   4500008004100000245001300041210001300054260002400067653001500091653003200106100001800138700002000156700001800176856005600194       2011                        eng d00aUntitled0 aUntitled  aSicily, Italyc201110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aNeubaum, Donald1 aCraig, Justin  u/biblio/untitled-1700587nas a2200145   4500008004100000245008500041210006900126260003200195653001500227653003200242100001800274700001800292700002000310856011100330       2010                        eng d00aOvercoming the Liability of Theoretical Newness: The Case for Stewardship Theory0 aOvercoming the Liability of Theoretical Newness The Case for Ste  aLausanne, Switzerlandc201010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/overcoming-liability-theoretical-newness-case-stewardship-theory-000665nas a2200145   4500008004100000245014300041210006900184260002700253653001500280653003200295100002000327700001800347700001800365856013600383       2009                        eng d00aAddressing Natural Environmental Concerns from Within: Investigating the Role of Internal Stakeholders in Family and Non-Family Businesses0 aAddressing Natural Environmental Concerns from Within Investigat  aWinnipeg, Canadac200910aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/addressing-natural-environmental-concerns-within-investigating-role-internal-stakeholders-101896nas a2200205   4500008004100000245014600041210006900187260000900256300000900265490000600274520113300280653001501413653003201428100002001460700001701480700001801497700002201515700001701537856013601554       2009                        eng d00aBusiness Education and Its Relationship to Student Personal Moral Philosophies and Attitudes Toward Profits: An Empirical Response to Critics0 aBusiness Education and Its Relationship to Student Personal Mora  c2009  a9-240 v83 aCritics of business education (e.g., Ghoshal, 2005; Mitroff, 2004) place much of the blame for recent ethical scandals on the lack of moral development of managers and the amoral, "profits-first" theoretical underpinnings of business education. To empirically test these claims, we surveyed 1,080 business and nonbusiness students from a major research university. The results suggest that neither the personal moral philosophies of business and nonbusiness students, nor the personal moral philosophies of business freshmen and business seniors differed significantly. Based on our results, we found no evidence to support the claims of critics who suggest business education is associated with negative personal moral philosophies of students. Further, the attitudes of business freshmen and business seniors concerning profit and sustainability differed significantly, yet in the direction opposite the one Ghoshal (2005) and others would have predicted. Thus, blaming the rash of ethical scandals on the amoral and "profits-first" theoretical underpinnings of business school training might be too simplistic of an approach.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aPagell, Mark1 aDrexler, John1 aRyan, Fran, McKee1 aLarson, Erik  u/biblio/business-education-and-its-relationship-student-personal-moral-philosophies-and-attitudes-001307nas a2200181   4500008004100000245008700041210006900128260000900197300001400206490000700220520065700227653003200884100002200916700002100938700002000959700002200979856012401001       2009                        eng d00aTypology of Social Entrepreneurs: Motives, Search Processes and Ethical Challenges0 aTypology of Social Entrepreneurs Motives Search Processes and Et  c2009  a519 - 5320 v243 aSocial entrepreneurship has been the subject of considerable interest in the literature. This stems from its importance in addressing social problems and enriching communities and societies. In this article, we define social entrepreneurship; discuss its contributions to creating social wealth; offer a typology of entrepreneurs' search processes that lead to the discovery of opportunities for creating social ventures; and articulate the major ethical concerns social entrepreneurs might encounter. We conclude by outlining implications for entrepreneurs and advancing an agenda for future research, especially the ethics of social entrepreneurship.10aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aGedajlovic, Eric1 aNeubaum, Donald1 aShulman, Joel, M.  u/biblio/typology-social-entrepreneurs-motives-search-processes-and-ethical-challenges-000698nas a2200193   4500008004100000245009700041210006900138260000900207300001400216490000700230653001500237653003200252100001800284700001800302700002000320700001800340700001800358856012800376       2008                        eng d00aCulture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship0 aCulture of Family Commitment and Strategic Flexibility The Moder  c2008  a1035-10540 v3210aManagement10aStrategy & Entrepreneurship1 aZahra, Shaker1 aHayton, James1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/culture-family-commitment-and-strategic-flexibility-moderating-effect-stewardship-000549nas a2200145   4500008004100000245006500041210006400106260002600170653001500196653003200211100002100243700001800264700002000282856010100302       2008                        eng d00aDisabled Enterpreneurs: A Model of Entrepreneurial Intention0 aDisabled Enterpreneurs A Model of Entrepreneurial Intention  aChapel Hill, NCc200810aManagement10aStrategy & Entrepreneurship1 aBaldridge, David1 aDibrell, Clay1 aNeubaum, Donald  u/biblio/disabled-enterpreneurs-model-entrepreneurial-intention-000590nas a2200193   4500008004100000245004500041210004500086260000900131300001200140490000600152653003200158100002200190700002000212700002000232700002000252700002200272710001800294856008400312       2008                        eng d00aGlobalization of Social Entrepreneurship0 aGlobalization of Social Entrepreneurship  c2008  a117-1310 v210aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aRawhouser, Hans1 aBhawe, Nachiket1 aNeubaum, Donald1 aHayton, James, C.1 aEmptyAuthNode  u/biblio/globalization-social-entrepreneurship-001759nas a2200181   4500008004100000245009000041210006900131260002700200300001400227490001200241520110000253653001501353653003201368100002101400700001801421700002001439856011801459       2008                        eng d00aA Model Of Entrepreneurial Intentions Within The Persons With Disabilities Population0 aModel Of Entrepreneurial Intentions Within The Persons With Disa  aChapel Hill, NC.c2008  aArticle 40 vVol. 283 aWhile self-employment presents many challenges, an entrepreneurial path for a person with a<br>disability can mean the difference between unemployment or severe underemployment and a truly<br>exceptional and prosperous career. Recent research highlights the importance of entrepreneurial<br>intentions (i.e., the interest of a person in starting, acquiring or buying a business) as a precursor<br>to entrepreneurial behavior (Zhao et al., 2005). Further, entrepreneurial self-efficacy (Zhao et al.,<br>2005), defined as the level of confidence individuals have to identify new opportunities, create<br>products, think creatively, or commercialize an idea, is positively associated with entrepreneurial<br>intention. In reviewing the literature on people with disabilities, however, we find reason to believe<br>that this model does not fully explain the entrepreneurial activities of persons with disabilities.<br>Thus, we integrate the literatures on entrepreneurship and people with disabilities to propose a<br>refined model. A few of the propositions offered by our model are included below.10aManagement10aStrategy & Entrepreneurship1 aBaldridge, David1 aDibrell, Clay1 aNeubaum, Donald  u/biblio/model-entrepreneurial-intentions-within-persons-disabilities-population-000599nas a2200145   4500008004100000245010100041210006900142260000900211653001500220653003200235100001800267700002100285700002000306856012700326       2008                        eng d00aA Model Of The Impact Of Disability Attributes On Career Utility And Entrepreneurial Intentions.0 aModel Of The Impact Of Disability Attributes On Career Utility A  c200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aBaldridge, David1 aNeubaum, Donald  u/biblio/model-impact-disability-attributes-career-utility-and-entrepreneurial-intentions-000618nas a2200145   4500008004100000245010400041210006900145260002200214653001500236653003200251100001800283700001800301700002000319856013300339       2008                        eng d00aStrategic Planning And Flexibility As Governance Control Mechanisms In Family And Non-Family Firms.0 aStrategic Planning And Flexibility As Governance Control Mechani  aAnaheim, CAc200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/strategic-planning-and-flexibility-governance-control-mechanisms-family-and-non-family-000647nas a2200169   4500008004100000245008400041210006900125260002600194653001500220653003200235100002000267700001800287700001800305700001800323700001800341856011800359       2007                        eng d00aFamily Culture and Strategic Flexibility: The Moderating Effects of Stewardship0 aFamily Culture and Strategic Flexibility The Moderating Effects   aStarksville, MSc200710aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aCraig, Justin1 aDibrell, Clay1 aHayton, James1 aZahra, Shaker  u/biblio/family-culture-and-strategic-flexibility-moderating-effects-stewardship-000623nas a2200157   4500008004100000245009600041210006900137260000900206300001600215490000700231653003200238100002200270700002000292700002300312856013000335       2007                        eng d00aKnowledge Sharing and Technological Capabilities: The Moderating Role of Family Involvement0 aKnowledge Sharing and Technological Capabilities The Moderating   c2007  a1070 - 10790 v6010aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aLarraneta, Barabar  u/biblio/knowledge-sharing-and-technological-capabilities-moderating-role-family-involvement-000633nas a2200145   4500008004100000245011000041210006900151260002700220653001500247653003200262100002000294700001800314700001800332856013700350       2007                        eng d00aNavigating the Competitive Landscape: The Mediating Role of Innovation in Strategic Planning Capabilities0 aNavigating the Competitive Landscape The Mediating Role of Innov  aPhiladelphia, PAc200710aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/navigating-competitive-landscape-mediating-role-innovation-strategic-planning-capabilities-000501nas a2200157   4500008004100000245003600041210003600077260002300113653003200136100002100168710001800189700002100207700002000228700002000248856007500268       2007                        eng d00aSocial Role of Entrepreneurship0 aSocial Role of Entrepreneurship  aOakbrook, ILc200710aStrategy & Entrepreneurship1 aZahra, Shaker, A1 aEmptyAuthNode1 aHayton, James, C1 aNeubaum, Donald1 aRawhouser, Hans  u/biblio/social-role-entrepreneurship-000697nas a2200169   4500008004100000245012200041210006900163260002200232653001500254653003200269100002000301700001800321700001700339700001700356700002100373856013300394       2006                        eng d00aBusiness education, personal moral philosophies and “profits-first” mentalities: An empirical response to critics0 aBusiness education personal moral philosophies and profitsfirst   aAltanta, GAc200610aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDrexler, John1 aLarson, Erik1 aPagell, Mark1 aMcKee-Ryan, Fran  u/biblio/business-education-personal-moral-philosophies-and-profits-first-mentalities-empirical-000605nas a2200157   4500008004100000245009200041210006900133260000900202300001400211490000700225653003200232100002200264700002000286700001700306856012400323       2006                        eng d00aThe Effects of Ownership and Governance on SMEs International Knowledge-based Resources0 aEffects of Ownership and Governance on SMEs International Knowle  c2006  a309 - 3270 v2910aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aNaldi, Lucia  u/biblio/effects-ownership-and-governance-smes-international-knowledge-based-resources-001368nas a2200157   4500008004100000245013600041210006900177260000900246300000900255490000700264520073300271653003201004100002001036700002201056856013201078       2006                        eng d00aInstitutional Ownership and Corporate Social Performance:  The Moderating Effect of Investment Horizon, Activitism and Coordination0 aInstitutional Ownership and Corporate Social Performance The Mod  c2006  a1-240 v323 aScandals 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' investment horizons, as well as the frequency and coordination of institutional owners' 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.10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aZahra, Shaker, A.  u/biblio/institutional-ownership-and-corporate-social-performance-moderating-effect-investment-000576nas a2200145   4500008004100000245007200041210006900113260002600182653003200208100002000240700002100260700001900281700001800300856011200318       2006                        eng d00aSocial Entrepreneurship: Domain, Contributions and Ethical Dilemnas0 aSocial Entrepreneurship Domain Contributions and Ethical Dilemna  aMinneapolis, MNc200610aStrategy & Entrepreneurship1 aNeubaum, Donald1 aZahra, Shaker, A1 aGedlovic, Eric1 aShulman, Joel  u/biblio/social-entrepreneurship-domain-contributions-and-ethical-dilemnas-001169nas a2200169   4500008004100000245005300041210005300094260000900147300001200156490000600168520063800174653003200812100001700844700002000861700002300881856009500904       2005                        eng d00aCorporate Innovation and Competitive Environment0 aCorporate Innovation and Competitive Environment  c2005  a313-3330 v13 aEmpirical studies have shown that the characteristics of the competitive environment influence the corporate innovation activities of U.S. firms. This study attempts to internationalize these studies in two ways. First, it examines the environment-corporate innovation relationship in Norwegian manufacturing firms. Second, it examines how the firms' corporate innovation activities are influenced by their international activities. Results indicate that environment and internationalization are positively related to corporate innovation, but models developed using U.S. firms may not be generalizable to firms from other countries.10aStrategy & Entrepreneurship1 aHuse, Morten1 aNeubaum, Donald1 aGabrielsson, Jonas  u/biblio/corporate-innovation-and-competitive-environment-000555nas a2200121   4500008004100000245010000041210006900141260002100210653003200231100002000263700002100283856012900304       2005                        eng d00aDoes it pay to be nice?  Organizational care, performance and the moderating role of discretion0 aDoes it pay to be nice Organizational care performance and the m  aOrlando FLc200510aStrategy & Entrepreneurship1 aNeubaum, Donald1 aMaureen, Ambrose  u/biblio/does-it-pay-be-nice-organizational-care-performance-and-moderating-role-discretion-001522nas a2200169   4500008004100000245008500041210006900126260000900195300001200204490000700216520091200223653003201135100002301167700002501190700002001215856011701235       2005                        eng d00aThe Effect of Leader Moral Development on Ethical Climate and Employee Attitudes0 aEffect of Leader Moral Development on Ethical Climate and Employ  c2005  a135-1510 v973 aThis study examines the effect of leader moral development on the organization's ethical climate and employee attitudes. Results indicate that the relationship between leader moral development and ethical climate is moderated by two factors: the extent to which the leader utilizes his or her cognitive moral development (i.e., capacity for ethical reasoning), and the age of the organization. Specifically, the influence of the leader's moral development was stronger for high utilizing leaders, those whose moral actions were consistent with their moral reasoning. Additionally, the influence of the leader's moral development was stronger in younger organizations. Finally, as predicted, congruence between the leader's moral development and the employee's moral development was positively associated with job satisfaction and organizational commitment and negatively associated with turnover intentions.10aStrategy & Entrepreneurship1 aSchminke, Marshall1 aAmbrose, Maureen, L.1 aNeubaum, Donald  u/biblio/effect-leader-moral-development-ethical-climate-and-employee-attitudes-000593nas a2200157   4500008004100000245008400041210006900125260000900194300001000203490000700213653003200220100002000252700002000272700002200292856012100314       2005                        eng d00aIncentives for Monitors: Director Stock-based Compensation and Firm Performance0 aIncentives for Monitors Director Stockbased Compensation and Fir  c2005  a81-900 v2110aStrategy & Entrepreneurship1 aCordiero, James1 aNeubaum, Donald1 aVeliyath, Rajaram  u/biblio/incentives-monitors-director-stock-based-compensation-and-firm-performance-101631nas a2200169   4500008004100000245010000041210006900141260000900210300001200219490000700231520099500238653003201233100002501265700002101290700002001311856013001331       2005                        eng d00aA Quantitative Content Analysis of the Characteristics of Rapid-growth Firms and Their Founders0 aQuantitative Content Analysis of the Characteristics of Rapidgro  c2005  a663-6870 v203 aA group of firms that is attracting attention are rapid-growth firms. These firms are of particular interest because rapid growth is an indication of market acceptance and firm success. By studying rapid-growth firms, researchers can help all firms better understand the attributes associated with firm growth. Despite these positive outcomes, however, rapid firm growth is difficult to achieve and maintain.This study adds to the literature through a quantitative content analysis of the narrative descriptions of 50 rapid-growth firms and a comparison group of 50 slow-growth companies. The purpose of the study was to draw from the narratives a list of empirically grounded growth-related attributes that are associated with rapid-growth firms. The findings of the study resulted in the advancement of a conceptual model of the attributes of rapid-growth firms in four areas: founder characteristics, firm attributes, business practices, and human resource management (HRM) practices. 
10aStrategy & Entrepreneurship1 aBarringer, Bruce, R.1 aJones, Foard, F.1 aNeubaum, Donald  u/biblio/quantitative-content-analysis-characteristics-rapid-growth-firms-and-their-founders-001411nas a2200169   4500008004100000245006700041210006500108260000900173300001200182490000700194520083000201653003201031100002001063700002401083700002701107856010701134       2004                        eng d00aFirm Newness, Entrepreneurial Orientation, and Ethical Climate0 aFirm Newness Entrepreneurial Orientation and Ethical Climate  c2004  a335-3470 v523 aFaced with the liability of newness, a scarcity of resources, and concerns of survival, new firms frequently encounter difficult ethical decisions and might be pressured to make choices that run counter to the tenets of more developed ethical and moral reasoning. This study explores the impact of newness and entrepreneurial orientation on the ethical climate of firms. Data collected from 304 individuals across 37 firms indicated that firm newness was more strongly related to ethical climate than was an entrepreneurial orientation. Results also revealed that firm newness may be usefully conceptualized in both continuous and categorical terms, with each operationalization holding a somewhat different relationship with climate. Finally, results revealed that firm size was related to several types of ethical climates.10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aMitchell, Marie, S.1 aSchminke, Marshall, S.  u/biblio/firm-newness-entrepreneurial-orientation-and-ethical-climate-000509nas a2200133   4500008004100000245006300041210006300104260000900167653003200176100002000208700002000228700002500248856010200273       2003                        eng d00aOrganizational citizenship behaviors in rapid growth firms0 aOrganizational citizenship behaviors in rapid growth firms  c200310aStrategy & Entrepreneurship1 aNeubaum, Donald1 aSullivan, Diane1 aBarringer, Bruce, R.  u/biblio/organizational-citizenship-behaviors-rapid-growth-firms-001204nas a2200169   4500008004100000245012400041210006900165260000900234300000900243490000700252520053500259653003200794100002200826700002000848700002800868856013800896       2002                        eng d00aCompetitive Analysis and New Venture Performance:  Understanding the Impact of Strategic Uncertainty and Venture Origin0 aCompetitive Analysis and New Venture Performance Understanding t  c2002  a1-280 v273 aEffective competitive analysis (CA) is important for success in today'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.10aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aEl-Hagrassey, Galal, M.  u/biblio/competitive-analysis-and-new-venture-performance-understanding-impact-strategic-uncertainty-000562nas a2200121   4500008004100000245011200041210006900153260000900222653003200231100002000263700002400283856013300307       2002                        eng d00aEthics and Entrepreneurship:  The effect of venture age and entrepreneurial orientation on ethical climates0 aEthics and Entrepreneurship The effect of venture age and entrep  c200210aStrategy & Entrepreneurship1 aNeubaum, Donald1 aMitchell, Marie, S.  u/biblio/ethics-and-entrepreneurship-effect-venture-age-and-entrepreneurial-orientation-ethical-000553nas a2200133   4500008004100000245008500041210006900126260000900195653003200204100002000236700002000256700002200276856012100298       2002                        eng d00aIncentives for monitors:  Director stock-based compensation and firm performance0 aIncentives for monitors Director stockbased compensation and fir  c200210aStrategy & Entrepreneurship1 aNeubaum, Donald1 aCordeiro, James1 aVeliyath, Rajaram  u/biblio/incentives-monitors-director-stock-based-compensation-and-firm-performance-200582nas a2200121   4500008004100000245013500041210006900176260000900245653003200254100002000286700002200306856013200328       2002                        eng d00aInstitutional ownership and corporate social performance:  The moderating effect of investment horizon, activism, and coordination0 aInstitutional ownership and corporate social performance The mod  c200210aStrategy & Entrepreneurship1 aNeubaum, Donald1 aZahra, Shaker, A.  u/biblio/institutional-ownership-and-corporate-social-performance-moderating-effect-investment-101452nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520080900245653003201054100002201086700002001108700001701128856013701145       2000                        eng d00aEntrepreneurship in Medium-sized Companies:  Exploring the Effects of Ownership and Governance Systems0 aEntrepreneurship in Mediumsized Companies Exploring the Effects   c2000  a947-9760 v263 aCorporate entrepreneurship (CE), which embodies a company's innovation and venturing activities, is necessary in today'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'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.10aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aHuse, Merton  u/biblio/entrepreneurship-medium-sized-companies-exploring-effects-ownership-and-governance-systems-000492nas a2200109   4500008004100000245009100041210006900132260000900201653003200210100002000242856012000262       2000                        eng d00aManaging the academic career:  Panel discussion at the Southern Management Association0 aManaging the academic career Panel discussion at the Southern Ma  c200010aStrategy & Entrepreneurship1 aNeubaum, Donald  u/biblio/managing-academic-career-panel-discussion-southern-management-association-000551nas a2200145   4500008004100000245007900041210006900120260000900189300001400198490000600212653003200218100002100250700002000271856011400291       1999                        eng d00aEnvironmental Adversity and the Entrepreneurial Activities of New Ventures0 aEnvironmental Adversity and the Entrepreneurial Activities of Ne  c1999  a123 - 1480 v310aStrategy & Entrepreneurship1 aZahra, Shaker, A1 aNeubaum, Donald  u/biblio/environmental-adversity-and-entrepreneurial-activities-new-ventures-000620nas a2200157   4500008004100000245010400041210006900145260000900214300001200223490000700235653003200242100002100274700002000295700001700315856013000332       1998                        eng d00aThe Effect of the Environment on Export Performance among U.S. Based Telecommunication New Ventures0 aEffect of the Environment on Export Performance among US Based T  c1998  a25 - 460 v2210aStrategy & Entrepreneurship1 aZahra, Shaker, A1 aNeubaum, Donald1 aHuse, Merton  u/biblio/effect-environment-export-performance-among-us-based-telecommunication-new-ventures-000572nas a2200157   4500008004100000245007400041210006900115260000900184300001200193490000700205653003200212100002000244700002200264700002100286856010700307       1997                        eng d00aCareer Preparation for International Business: Is There Any Progress?0 aCareer Preparation for International Business Is There Any Progr  c1997  a140-1450 v1410aStrategy & Entrepreneurship1 aNeubaum, Donald1 aJones, William, a1 aBryan, Norman, B  u/biblio/career-preparation-international-business-there-any-progress-0