Business Commons^™

Casebook Of Management For Nonprofit Organizations, Dennis R. Young

2013 Faculty Books

This book offers a robust set of detailed case studies of entrepreneurship in the human services, originally developed for research leading to the publication of If Not for Profit, for What? [Young, Dennis R., "If Not for Profit, for What?" (2013). 2013 Faculty Books. Book 1. http://scholarworks.gsu.edu/facbooks2013/1], a book which established a supply-side theory of the nonprofit sector based on the behavior of those whom we now call social entrepreneurs. The full book contains fourteen cases, divided into four categories: new nonprofit organizations started from scratch, new organizations parented by existing nonprofit organizations, new programs of existing nonprofit organizations, …

The New England Economic Revitalization And Future Research Priorities, James M. Howell

New England Journal of Public Policy

New England's recent economic revitalization is largely attributed to the region's success in technological innovation and adaptation. This capacity to supplant older, maturing technologies with new technologies — a willingness to continually shed the old to make room for the new — has been a characteristic of New England since the early nineteenth century. At that time, as today, the critical factors in the process of technological development were the presence of investment capital, skilled labor, entrepreneurs, and, above all, preeminent colleges and universities that foster unconventional thinking and risk-taking. While the region's economy should continue to benefit from these …

The Hidden Challenges Of Retail Expansion, Larry N. Bitner, Judith D. Powell

Robins School of Business White Paper Series, 1980-2022

Successful small retailers invariably are tempted to test the adage "more is better." While the expansion allure is more than many can resist, it must be tempered by the realization that many hidden challenges await the unsuspecting entrepreneur.

Success of the new organization will required not only ore but a different kind of effort than used in managing the single store. First, successful operation will now depend on delegating operating decision to professional managers. The autonomy given these managers in a complex decision and may be placed anywhere within a three dimensional continuum depending on the desired image, supervision, and …