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The founder of bKash Limited (bKash), a successful mobile financial services (MFS) model pioneered in Bangladesh, built the company from scratch, targeting services at the lower socioeconomic segment of society and eventually acquiring 26 million customers. bKash has had a positive impact on the lives of countless poor people and has gained worl…
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In recent years, India had experienced a digital revolution, emerging as a forerunner in cashless payments and, in the process, dramatically raising the level of financial inclusion in the country. The National Payments Corporation of India (NPCI), established in 2008 with the mandate to improve national payment systems, became a global gold sta…
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The supply chain risk management literature differentiates between disruption risk that arises from supply disruptions to normal activities and recurrent risk that arises from problems in coordinating supply and demand in the absence of disruptions (Kleindorfer and Saad 2005). Over the past decades, significant research has been carried out to b…
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This conceptual, multi-voiced paper aims to collectively explore and theorize family entrepreneuring, which is a research stream dedicated to investigating the emergence and becoming of entrepreneurial phenomena in business families and family firms.
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This article integrates the literature on radical innovation, the stewardship perspective, and family business research to develop and test a model examining the influence of a family CEO and the CEO’s generational stage on radical innovation, considering different types of family CEOs as distinct manifestations of strategic leaders’ stewardship…
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How can innovative solutions to address societal grand challenges be cultivated in a pragmatic and impactful way? In this article, we propose the “lean impact start-up” framework, which integrates the principles of the lean start-up methodology with fresh perspectives from new stakeholder theory—and specifically, stakeholder governance. The lean…
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The literature indicates that the board of directors exists to provide resources and strategic direction (service task) and monitor top managers (control task), often tending to overgeneralize board tasks. Using a unique sample of 36 elite family firm directors having served on 615 boards with an aggregate 1447 years’ experience, and integrating…
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Although corporate social responsibility (CSR) has received considerable attention in family firms, empirical findings on the CSR/family firm performance nexus are mixed and inconsistent. This meta-analytic review aims to clarify the mixed results by establishing the degree to which CSR influences family firm performance and to test the moderati…
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It has become conventional wisdom to view Europe as an economic powerhouse past its prime, overshadowed by the steady advance of the US and meteoric rise of China. Critics cite Europe’s shrinking share of global GDP, excessive regulation, and sluggish investment as evidence of a “competitiveness crisis”. But this narrative obscures a more profou…
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The UAE has been making waves recently in the technology world. A $1.5 billion deal between American tech giant Microsoft and Abu Dhabi’s AI champion, G42, is a bold move to boost the UAE’s technology clout, especially in artificial intelligence. With its vast oil wealth and energy transition, the UAE has certainly set its sights on becoming a g…
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In today’s business environment, traditional annual planning cycles are increasingly insufficient. Markets shift rapidly, new competitors emerge unexpectedly, and technological disruptions can upend entire industries in a matter of months. This increasing turbulence requires organizations to be more agile and adaptive than ever before. But in th…
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Boards are playing an increasingly active part in shaping change efforts.
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September 2024 marks a turning point in corporate management and a drama in the management world, which began with an essay by Paul Graham, patron of Silicon Valley’s leading startup incubator, Y Combinator.Graham coins a new paradigm, the founder mode-the approach to corporate management in which the Ceo maintains micromanagerial control over e…
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This is the third volume in the IMD smart cities case study book series. It marks the first collaboration between IMD and WeGO in collecting and publishing a set of case studies and makes heavy reference to the 2023 edition of the IMD Smart City Index (SCI), which was produced by the IMD World Competitiveness Center with WeGO’s support.
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