James E. Golden

The Relationship of Structure to Entrepreneurial and Innovative Success

Entrepreneurs and innovation go together like the proverbial horse and carriage. Entrepreneurs seek opportunities and innovations often provide the instrument for them to succeed. However, certain cultural and structural attributes are inherent within a society which can emphasize entrepreneurial activity and hence innovation. A set of negative structure attributes also exist which lead directly to a lessening of opportunities and numbers for would‐be entrepreneurs. This leads to fewer new ventures and hence less innovation. Examines structural elements and factors regarding whether or not these factors can result in being either stimulating or dampening entrepreneurial activity. Also provides a set of recommendations on what a society or locale can do to provide the positive structure needed to maintain or propel innovation and entrepreneurship.

Differences in Forecasting Behavior between Industrial Product Firms and Consumer Product Firms

If there is any one function managers most despise, it is the art of forecasting. By its very nature it concerns guessing the outcome of future events. Do all firms forecast the same? Compares forecasting behavior between industrial product firms and consumer product firms. Examines issues such as who does the forecasting, the frequency of forecasts, and the areas in which forecasts are made. Assesses the results gained from the forecasting effort and examines significant differences in forecasting behavior.

Forecasting: Trials and Tribulations

The function which managers most despise is the art of forecasting. By its very nature it concerns guessing the outcome of future events. No matter how sophisticated computer‐driven techniques and programs are evolved, the future has inherently within it events beyond the control of managers. Reviews forecasting and provides several recommendations on how one could go about minimizing biases within the forecasting process.

Differences in forecasting behaviour between large and small firms

If there is any one function managers most despise, it is the art of forecasting. By its very nature it concerns guessing the outcome of future events. Do all firms forecast the same? Compares forecasting behaviour between large and small firms and examines questions such as who does the forecasting, how often do they do forecasts, what areas are forecasted, what techniques are used, why they do it, what results are like from forecasting effort, and are they satisfied or dissatisfied. Examines significant differences in forecasting behaviour and makes conclusions.

The Rise of Innovative Hot Spots: Silicon Valley and Route 128

Examines the cultural and structural changes in both California and Massachusetts over the last 40 years to explain those factors which caused these innovative hot spots to glow brightly and then cool. Examines innovative hot spots and their similarities and differences from the rest of the country as an explanation to understand better the innovation phenomena. Makes recommendations concerning other areas and preconditions to create or maintain innovative hot spots.

How to keep that innovative spirit alive: An examination of evolving innovative hot spots

Abstract The classic American innovative hot spots are Route 128 in Massachusetts and Silicon Valley in California. Both had their starts in the mid-1950s and are now well into maturation as they approach 40 years of age. However, both are now showing signs of decline as structural disincentives inhibit entrepreneurs and make new ventures difficult. Within the United States, there are many new innovative hot spots in the formation stage. Two of the most likely up-and-comers, now in their early 20s, are Silicon Gulch in Austin, Texas, and the Research Triangle in North Carolina. In this paper we examine the factors behind the rise and decline of the classic innovation hot spots, examine the new “maturing” hot spots, where they are and how they are prospering, and provide recommendations on what regions of the country must do in order to have a prospering hot spot or to maintain one once it is developed.

Innovation and product liability

Abstract Over the last 30 years, the core of liability law has traversed from simple negligence to the far more complex and general concept of strict product liability. This change has been triumphed by many as a victory for consumers and safer products. In theory, enhanced quality, safety, and innovation should have resulted from this liability revolution. In actuality, the reverse occured. This article examines the product liability revolution, its effects upon international competitiveness and innovation and implications for U.S. businesses, and provides recommendations for a fairer, more just but still effective liability code.

The wheel of innovation

The wheel of innovation refers to the concept whereby those very same forces that create an innovative hot spot eventually provide the seeds for the hot spot`s decline. An innovative hot spot creates economic prosperity. An increasing demand for economic entitlements within the hot spot creates negative structure that is not conductive to later entrepreneurs or new ventures. This tends to put a damper on further innovative activity within the maturing hot spot. This rags-to-riches-to-rags evolution of innovation hot spots is termed the wheel of innovation. This paper examines the phenomenon from a historical perspective and provide insights on how a country and a region can continue to succeed without falling victim to the phenomenon. 17 refs., 1 fig., 2 tabs.

Comparing Forecasting Behavior Between Industrial-Product Firms and Consumer-Product Firms

This paper examines and compares the forecasting behavior of industrial-products firms to that of consumer-products firms to determine differences in their respective forecasting behavior.We also analyze why the found differences would be so and provide implications.

Factors of Forecasting

This study investigates how forecasters view the forecasting process. Forecaster perceptions in industrial firms are found to be remarkably similar to those of forecasters in consumer products firms. Forecasters in service firms are found to be better satisfied overall with the forecasting process than forecasters in manufacturing firms. A factor analysis provides the basic factors of forecasting.