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Constant D. Beugré

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Constant D. Beugré

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Constant D. Beugré

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James D. Hart

Whether engaging investors, one’s team, board, customers or audience, effective communication is critical. These exercises aid entrepreneurs in developing communication skills and teach students how to inspire others and craft memorable and impactful stories. Students also learn about the power of stillness and finding one’s voice.

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Overview of the chapters

Methods and Applications in Marketing Management, Public Policy, and Litigation Support

Edited by Natalie Mizik and Dominique M. Hanssens

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Laboratory experimentation in marketing

Methods and Applications in Marketing Management, Public Policy, and Litigation Support

Angela Y. Lee and Alice M. Tybout

Marketing academics, managers, public policy makers, and litigators often ponder questions that involve relationships between alternative treatments or strategies and people’s responses. Among the variety of research approaches available to them, only experimental designs afford strong causal inferences about such relationships. The chapter reviews the nature of such experiments, discusses the role of laboratory versus field experiments and explores the design of lab experiments along various dimensions.

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Introduction

The Philosophy of Self-Knowledge and Deception

Brent Edwin Cusher and Mark A. Menaldo

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Introduction

Methods and Applications in Marketing Management, Public Policy, and Litigation Support

Natalie Mizik and Dominique M. Hanssens

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General introduction

Perspectives for Sustainable Corporate Governance

Catherine Malecki

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Björn Bjerke

This chapter provides an introduction to the rest of the book. It does so by pointing out that it is necessary to act entrepreneurially in today’s world which contains so much genuine uncertainty. It also divides society into different sectors and entrepreneurs into different groups, highlighting the increasing existence and importance of social entrepreneurs. The chapter characterizes today’s society as postmodern and of a knowledge-type, where interpretive thinking has become important. The author’s opinion is presented, that entrepreneurs can only be defined as such in the beginning of new ventures, and that they are not particularly interested in growth and strategic issues. The chapter summarises the book’s focus on there being two alternative kinds of marketing in the beginning of three kinds of business and/or social ventures, before these ventures have reached any kind of clear and accepted form.