Volume 6, Issue 3 -

Relationships and networks are important to how entrepreneurs create value. However, many aspects about relationships and networks remain poorly understood because their characteristics are often reduced to one-dimensional variables or dichotomous measures. This paper unpacks the concept of multiplexity and proposes a hierarchy of four different levels ( social , relational , strategic , and closed ). Each level is associated with a different level of dynamism which governs how rapidly entrepreneurs can alter their network. The hierarchy of multiplexity and associated levels of dynamism, have implications regarding different value creation processes that are associated with these network conditions.

Although there is a growing body of literature linking human resource management (HRM) and corporate entrepreneurship (CE), there is still insufficient understanding of the mechanisms underlying this relationship. This paper focuses on middle managers’ knowledge-sharing behavior as an important mediator in the HRM–CE relationship. We test our hypotheses using data collected from 163 Malaysian middle managers. The paper finds that about a third of the relationship between High-Performance Human Resource Practices and CE can be accounted for by middle managers’ knowledge-sharing behavior. The findings provide quantitative empirical support for theoretical claims of the importance of middle managers’ knowledge sharing in fostering CE, and for the importance of HRM in fostering such knowledge sharing. The study contributes to the literature on the HRM–CE relationship by disentangling the underlying mechanisms and by providing empirical support for this relationship in a Malaysian context.

The objective of this article is to explore and explain how entrepreneurs develop new business models for new ventures. Though highly topical, there is little solid empirical knowledge of this issue. Findings from multiple case studies of firms operating in the Australian cloud-computing ecosystem reveal that developing a new business model involves three phases. In the first phase (business modelling ideation (BMI)), various ideas for a viable business model are generated and the most viable one is chosen. The strategic consensus and commitment are generated in the second phase, labelled as the “business modelling strategic commitment” (BMSC). The third phase, labelled as the “business model actualization” (BMAC) is the market-testing phase where the business model is reified or actualized. The theoretical and managerial implications of the findings are discussed and several directions for future research are suggested.