Power, the capacity to influence outcomes in positive or negative ways, is rooted in capital. Scholars and practitioners pervasively believe that financial capital-such as equity-affords profound influence over organizations. Perhaps nowhere is this belief more foundational than in extant thinking about new ventures, where owners- entrepreneurs who found them and investors who are brought on to fuel growth- remain intimately involved in venture affairs. However, uncritically accepting that power requires financial capital limits attention to one part of a more complex story, one where non-financial capital-such as knowledge and reputation-also underpins influence. Our aim is to build awareness of the multiple power sources, dynamics, and outcomes at play among new venture owners. Framed by a primer on power from organization theory and entrepreneurship research, we show how diverse forms of capital equivalently and dynamically empowered an entrepreneur and his investors toward unique and unexpected outcomes. Then, informed by our exploration of this relationship, we discuss some pragmatic insights for both entrepreneurs and investors, as well as other stakeholders and interested parties. We hope to highlight that a holistic view of capital accounts for power dynamics that are overlooked and unexpected by conventional wisdom.

Family business literature has seen a growth in qualitative case study research in recent years. While the multi-case study design allows for researchers to study many family businesses, compare them, and draw conclusions, studying one family business in depth – a single-case study – can more appropriately address many family business phenomena such as how family businesses change, evolve, or adapt over time. In this chapter, we answer the following research questions. (1) What features make the single-case approach uniquely useful for explaining family business phenomena? (2) When should researchers utilize the single-case approach? (3) What areas of the family business literature would benefit from more single-case research?

Measures to "flatten the curve" of the COVID-19 pandemic, such as limiting public gatherings and forcing the extended closure of non-essential businesses, have created one of the direst threats to small business survival in recent history.We've all heard stories of companies struggling to cover rent, to compensate employees, and to pay utilities, among many other issues, in the face of operating constraints and waning demand for their wares.How would the pandemic-forced closure of your own favorite small businesses affect you -not only as consumers, but also as startup founders, family business owners and other entrepreneurs who may be experiencing similar struggles?As consumers, we can all agree that we feel deep connections to our favorite small businesses and a sense of impending loss at the thought of losing them permanently.As entrepreneurs, it's easy to feel empathy and dread because it can so easily happen to us.This article offers some lessons on how we can help our favorite businesses to stay alive, using the case of the backpack and travel goods company TOM BIHN (https://www.tombihn.com/)to show an example of how it is being done.

This article offers a historical overview of the middle years of publishing The DATA BASE for Advances in Information Systems in the context of the evolution of the field of Management Information Systems. The journey of the editor-in-chief during these years is revealed, including the challenges and professional development achieved through journal editorship. The development of DATA BASE is contrasted with the complementary evolution of the MIS Quarterly. Possibilities for advancing DATA BASE into a socialmedia platform are explored.

Practitioners have played an important role in the information system (IS) field's development since its beginnings. In the 1970s, IS researchers' integration with practitioners was high with Society for Information Management members receiving copies of the MIS Quarterly, practitioners funding the ICIS Doctoral Consortium, and submissions receiving at least one practitioner review. Today, however, the integration between practitioners and researchers appears more distant. Given that almost 50 years have passed since the field's development, we believe that we need to reflect on the past, present, and future relationship between IS research and IS practice. Has the distance between academics and practitioners become too great? Is our relevance too low to expect practitioners to join AIS and attend our conferences? How might we increase the integration? At a panel at ICIS 2018, several panelists provided position statements about those issues.

FedEx Chaired Professorship FedEx established a Chaired Professorship in Information Technology in 1993 at the University of Memphis. Information technology has always been a key part of the success of FedEx as well as a leading space for entrepreneurship. The FedEX tracking systems for packages and providing customer workstations for preparation of shipping and receiving of packages were groundbreaking, and eventually became the stuff of legend thanks to very clever and innovative TV ads. Because of their strong interest in information technology, FedEx decided they wanted to attract a strong researcher in the field of information technology to the University of Memphis, not far from its corporate headquarters. To attract a professor for this role, FedEx worked with the University of Memphis and the state of Tennessee to establish an endowed chair.

Successful entrepreneurs must be constantly open to new ideas, adapt to changing marketplaces, reinvent their businesses and occasionally bet the house.At times, they must take their businesses to the brink (https://eiexchange.com/content/1-entrepreneurialbrinkmanship-lessons-learned-from-best-buy) to survive.Business and entrepreneurship professors, of necessity, strive to secure tenure, which provides decades of "job for life" security once achieved.Tenure makes it far too easy to be lazy and complacent.Real entrepreneurs can't afford to be either.FedEx founder Fred Smith was legendary for telling employees -after asking how the job was going --"Well, don't get comfortable …we

In formulating the opportunity identification process as a search problem, we show the power of marrying big data analytics and entrepreneurial insight to manage the huge hypothesis space in the hunt of winning opportunities.

Budgets are shrinking in higher education, and greater financial accountability is simultaneously being demanded of universities. One of the consequences is that internal funding for research is more difficult to access than in years past. In such an environment, corporate sponsorship is an alternative that must be considered. In this article, we describe the forces compelling business schools to seek corporate sponsorship for research. Then, we discuss why some business faculty may perceive undesirable constraints in corporate-sponsored research. We also describe the challenges that researchers often need to address in order to secure corporate sponsorship and take full advantage of it. We conclude by describing some of the implications of this paradigm shift in research funding. When corporate funding is accessed and the relationship with the sponsoring organization is managed well, incentives are aligned among researchers, universities, and corporations. Benefits also include the development of new knowledge, solutions to real-world business problems, funding for researchers and universities, enhanced teaching, and a clear demonstration of the value of academic research.

In this paper, we endeavor to make two specific contributions to research on the adoption of innovations. First, we propose a typology of innovations and suggest that theory-driven adoption research should strive to match innovation types with theories that have related explanatory emphases. We propose this overarching framework for innovation adoption research because different innovations have different characteristics, and thus, it seems unlikely that a single theoretical explanation can be developed to describe the adoption and diffusion of all types of innovations. Second, we develop a model that identifies the factors that influence the adoption of one particular type of innovation: RFID. Our research model is built upon the Technology – Organization – Environment (TOE) theoretical framework, and is tested using PLS on a dataset of US firms (N = 168). We also highlight an interesting empirical result that indicates that while researchers have generally argued that dissatisfaction with existing information systems drives adoption of new systems, in some cases it is satisfaction that drives the adoption of new systems. Keywords: Adoption, Technology Diffusion, RFID, Technology-Organization-Environment Framework, Healthcare