Todd A Finkle

The relationship between boards of directors and initial public offerings in the biotechnology industry

Utilizing the entire population of public biotechnology firms from 1980-1994, three models were tested to determine If a relationship exists between the size and composition of the board of directors and performance. Results indicate significant positive relationships between director expertise and the size of a firms initial public offering. Going public during hot markets and larger firms were also related to larger Initial public offerings. These findings will benefit practitioners in the formation of boards within the biotechnology Industry. Managers of firms within the biotechnology industry who are contemplating a public offering will be able to proactively address the composition of their boards.

Trends in the Market for Entrepreneurship Faculty, 1989-1998

The popularity of entrepreneurship programs in the last decade can be measured both in the number of entrepreneurship programs in schools of business and management, and courses taken by graduate and undergraduate students. This popularity has been fostered by several factors: an increase in the popularity of entrepreneurship, an increase in the status of entrepreneurs, and an increase in the recognition of the importance of entrepreneurship in the larger economy by the business press. Acknowledging both the increasing popularity of and resistance to the field of entrepreneurship, it is examined whether entrepreneurship is moving toward institutionalization or has already been institutionalized as part of the curriculum and research in schools of business management. In order to assess the institutionalization of the field, the change in the number of and level of entrepreneurship positions, the quality of the recruiting institutions, and the number, level, and training of entrepreneurship candidates between 1989 and 1998 are analyzed using data obtained from the Academy of Management Placement Roster and The Chronicle of Higher Education. The results show that both the demand and supply of entrepreneurship faculty have increased during the time-span examined. Between 1989/90 and 1997/98, the number of entrepreneurship positions increased 253%, while the number of candidates increased by 94%. These figures point to the fields significant progress towards institutionalization. At the same time, as entrepreneurship remains an elective in most schools, it may be too soon to conclude that the commitment to entrepreneurship by schools of business and management is definitive.(CBS)

Corporate Entrepreneurship and Innovation in Silicon Valley: The Case of Google, Inc

In May 2009, Sergey Brin and Larry Page, co–founders of Google, Inc., were trying to determine how they were going to navigate Google through the worst recession since the Great Depression. Their primary problem was how to maintain the companys culture of corporate entrepreneurship and innovation in the face of stagnant profits and a host of other issues. Google sought answers on how to increase corporate entrepreneurship and innovation during the worst economic environment that the company had ever experienced.

An examination of the financial challenges of entrepreneurship centers throughout the world

This article fills a need in the entrepreneurship literature by investigating the finances of entrepreneurship centers throughout the world. Entrepreneurship center directors were surveyed (249 US and 111 Global) about the various facets of their centers finances. We received 174 responses for a 49% response rate (US 49%, international 49%). We explore the financing of entrepreneurship centers and the relationship between US and international centers. The results of this research project can be used as a benchmark for entrepreneurship center directors in understanding the financial challenges confronting their centers.

The Proactive Behavior of Younger Salespeople: Antecedents and Outcomes

The purpose of this study is to model and test some of the antecedents (individual characteristics) and outcomes (selling performance) of proactive behavior among younger salespeople. Using social cognitive theory agency perspective, we extend the existing proactive behavior literature into the sales domain. We sampled 278 industrial salespeople and tested a model to confirm that younger salespeople tend to engage in proactive behaviors when they are intrinsically motivated, confident in the tasks of selling, and willing to take risks. Proactive behavior, in turn, resulted in our salesperson sample demonstrating high levels of behavior performance and job involvement. Our findings may help sales channel managers begin to assess the potential role of proactive salespeople within their sales organization. Understanding that proactivity (both directly and indirectly) impacts selling performance, managers might specifically attempt to identify salesperson proactive behavior characteristics during the interview process.

AdRoll: A Case Study of Entrepreneurial Growth

This case study examines the background, start up, and growth of one of the fastest-growing companies in the United States, AdRoll. It explores the various strategic factors related to the growth of AdRoll and how these issues must be addressed in order to maintain its level of growth.This case study is especially interesting not only because it focuses on one of the fastest-growing firms in the country, but also because it addresses on an understudied topic within the field of entrepreneurship, entrepreneurial growth.

A Comparative Analysis of the Performance of Emerging V. Nonemerging Industry Initial Public Offerings

This study fills a gap in previous research by investigating differences between the short- and long-run aftermarket performances in a sample of emerging v. nonemerging industries.

Beano's Ice Cream shop

Terry Smith has spent the last six months preparing to purchase a Beanos Ice Cream franchise. Because his personal assets were limited, Smith needed a partner who could finance the purchase. After Smith found a prospective partner, Barney Harris, they negotiated a purchase price with Beanos. Then, Harris gave Smith a partnership proposal. As the case opens, Smith is evaluating the partnership proposal. His three choices are: to accept Barney Harriss partnership proposal, to make a counter proposal, or to try to find a new partner.

A-1 Lanes and the Currency Crisis of the East Asian Tigers*

On July 2, 1997, Rick Baker, the president and founder of A-1 Lanes (a manufacturer and an international supplier of wood and synthetic bowling lanes), was having his morning coffee when he was devastated to learn that Thailand had devalued its currency, the baht, by 11%. Baker had an uneasy feeling there would be a domino effect across all countries in Asia because their economies were interrelated. If that happened, Baker wondered how it would affect the future of his company. Baker realized that the company faced several critical issues. First, 80% of A-1’s sales were derived from countries in and around the Asian Pacific Rim. Second, the company had over

West Point Market: Managing a challenge from the EEOC

1 million in accounts receivable from this region. Third, in 1996 the company had taken out a loan for