Sergey Anokhin

Venture migration, in addition to firm entry and exit, affects business stock in a region. This study draws on mainstream entrepreneurship and economic geography literatures to explore the factors explaining net venture migration. Using a data-set on 88 Ohio counties during 2000–2006, it suggests that venture migration is largely a quest for a low-hanging fruit. Relocating firms are drawn to areas with higher sales tax rates that give them access to interest-free financing, higher unemployment rates and better-qualified workforce as well as ample arbitrage opportunities. At the same time, innovative opportunities do not attract migrating ventures.

The theoretical simplicity of contrasting the notion of energetic search of Baron and Fiet with that of alertness (without search) of Kirzner have been winning over more complex yet more actionable formulations. In contrast, this paper introduces a less dogmatic and more actionable integrated framework that could be viewed as either passive search or active alertness. By investigates how the thinking and methods of decision sciences can assist with capturing alertness, the paper shows how foresight can be implemented in practice through a newer form of causal mapping, Acar’s Comprehensive Situation Mapping (CSM). This is an enhanced form of causal mapping that lends itself to dialectical debate and assumption analysis. It also possesses computational properties that allow it to devise and compute change scenarios. Bringing CSM into the field of entrepreneurship augments the latter’s analytical capability for opportunity recognition and contributes an actionable approach to entrepreneurial strategy selection.

Entrepreneurs respond to opportunities that come in two basic forms: innovation and arbitrage. This article presents a technique called the minimum performance inefficiency (MPI) estimation method that could be used to estimate arbitrage opportunities. The technique has several advantages over the conceptually similar data envelopment analysis (DEA) and other techniques. The authors validate the technique with a well-known data set and illustrate its use based on secondary data from the publishing industry.

Increasing adoption of open innovation as an alternative route to research and development necessitates the development of new ways to organize innovation, as well as reassessment of existing ways. Much like traditional corporations that subscribe to the closed innovation paradigm, novel organizational arrangements targeting open innovation, such as small‐firm networks, employ boards to effectively manage joint research‐and‐development activities. These boards are similar yet different from traditional corporate boards; as such, they may have different requirements for proper functioning. We use 5‐year longitudinal data on 53 Swedish strategic small‐firm networks to investigate how the boards should be organized to help improve the innovative status of network participants. We expand the set of tools available for effective organization of the boards' operations and emphasize the effects of network board continuity (rates of renewal) on network members' innovative performance. We argue that the relationship is curvilinear (U‐shaped) and demonstrate that it is more pronounced in larger networks.