00605nas 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-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-000582nas 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-0