News

[ARTICOLO] Shmueli, G., Ray, S., Estrada, J. M. V., & Chatla, S. B. (2016). The elephant in the room: Predictive performance of PLS models. Journal of Business Research, 69(10), pp. 4552-4564.

Attempts to introduce predictive performance metrics into partial least squares (PLS) path modelling have been slow and fall short of demonstrating impact on either practice or scientific development in PLS. This study contributes to PLS development by offering a comprehensive framework that identifies different dimensions of prediction and their effect on predictive performance evaluation with PLS. This framework contextualizes prior efforts in PLS and prediction and highlights potential opportunities and challenges.

[ARTICOLO] Tversky, A., & Kahneman, D. (1973). Availability: A heuristic for judging frequency and probability. Cognitive psychology, 5(2),pp. 207-232.

This paper explores a judgmental heuristic in which a person evaluates the frequency of classes or the probability of events by availability, i.e., by the ease with which relevant instances come to mind. In general, availability is correlated with ecological frequency, but it is also affected by other factors. Consequently, the reliance on the availability heuristic leads to systematic biases. Such biases are demonstrated in the judged frequency of classes of words, of combinatorial outcomes, and of repeated events.

[ARTICOLO] Foss, N. J., Klein, P. G., & Bjørnskov, C. (2018). The context of entrepreneurial judgment: organizations, markets, and institutions. Journal of Management Studies. 56(6), pp. 1197-1213.

The economics and management literatures pay increasing attention to the technological, competitive, and institutional environment for entrepreneurship. However, less is known about how context influences the judgment of entrepreneurs. Focusing on the emerging judgment‐based approach to entrepreneurship, the Authors argue that economics can say much about how the organizational, market, and institutional context shapes entrepreneurial judgment. They describe entrepreneurs as individuals who deploy scarce, heterogeneous resources to service customer preferences at a profit.

[ARTICOLO] Dimov, D. (2011). Grappling with the unbearable elusiveness of entrepreneurial opportunities. Entrepreneurship Theory and Practice, 35(1), pp. 57-81.

The notion of opportunity, as currently discussed in entrepreneurship research, is theoretically exciting but empirically elusive. This article seeks to stimulate a new conversation about entrepreneurial opportunities by distinguishing two conceptions of entrepreneurial behaviour, the formal and the substantive, and situating the construct of opportunity within the latter. It discusses three substantive premises for studying opportunities empirically: (1) opportunity as happening; (2) opportunity as expressed in actions; and (3) opportunity as instituted in market structures.

[ARTICOLO] Sousa, M. J., & Rocha, Á. (2019). Skills for disruptive digital business. Journal of Business Research, Vol. 94, pp. 257-263

This article investigates the concept of skills also related to the ones needed to create and manage disruptive digital business, which is emerging from the IT evolution. The primary purpose is to identify skills which need to be developed to manage a disruptive digital business.

[ARTICOLO] Aydiner, A. S., Tatoglu, E., Bayraktar, E., Zaim, S., & Delen, D. (2019). Business analytics and firm performance: The mediating role of business process performance. Journal of Business Research, Vol. 96, pp. 228-237

Due to the rapidly increasing popularity of business analytics (BA), investigation of the antecedents/determinants of the adoption of BA and the subsequent impact of the same to the firm performance has become an important research topic. Drawing on the fundamentals of the resource-based view (RBV), this study proposes a model that examines the effects of the BA adoption on business process performance (BPER) and the mediating role that BPER plays in the relationship between the adoption of BA and firm performance (FP).

[CAPITOLO DI LIBRO] Roten, Y. S. and Vanheems, R. (2018). Sharing in Real and Virtual Spaces: A Motivational and Temporal Screen-Sharing Approach. In Academy of Marketing Science Annual Conference (pp. 151-165). Springer, Cham

This study aims to identify the motivations explaining why customers are willing (or not) to engage in a shopping activity in which a digital screen is physically shared. While face-to-face interactions in the private sphere occur today around screens (Willman and Rainie 2013), “screen-sharing” practices between shop assistants and consumers constitute a new phenomenon. 

[LIBRO] Calabrò A., L’impresa riformista – Lavoro, innovazione, benessere, inclusione, EGEA, 2019

Antonio Calabrò ritorna sul tema dell’evoluzione del modo di produrre e del ruolo dell’industria negli attuali contesti economico-sociali affrontandolo dal punto di vista dell’impresa, che non è solo strumento di crescita economica e di sviluppo ma anche luogo dell’identità e dell’appartenenza, agente essenziale di trasformazione sociale e civile; in altri termini un attore consapevole dei processi di innovazione che dall’economia si allargano alla società ed una risorsa, in tempi di tensioni, rancori, ascensore sociale bloccato e disuguaglianze.

[LIBRO] Guelfi S., Il rendimento economico per l’impresa e gli azionisti, EGEA, 2019

La misurazione delle performance economico-finanziarie, da sempre tema essenziale per orientare i processi decisionali, deve fare i conti con l’accelerazione della complessità della competizione. Ciò richiede di integrare i classici indicatori con KPIs capaci di dare visibilità all’impatto delle scelte manageriali oltre il breve termine, al profilo dei rischi economici e finanziari, alla distinzione tra risultati strategici e operativi, alle specifiche determinanti delle performance.

[LIBRO] Aulet B., La disciplina dell’imprenditore. 24 passi per una startup di successo, Franco Angeli, 2019

Startupper seriale e “accademico accidentale” al MIT di Boston. Bill Aulet appartiene ad una categoria non molto frequentata dalle nostre parti, così come non fanno parte del nostro lessico e dei nostri approcci in tema di creazione di impresa quelli maturati negli ecosistemi dell’innovazione americani. I 24 passi proposti dall’Autore per fare start up sfatano alcuni miti. Tra questi: conta non il singolo imprenditore ma il team, non conta il carisma ma contano le capacità di gestione, non è la tecnologia a fare la differenza ma la commercializzazione.

Pages