Professor J. Alberto Aragon-Correa

The main purpose of this paper is to contribute to a better understanding of how different dimensions of the institutional environment of a region may influence the level of corporate entrepreneurship of firms.

The paper develops the relationship between the institutional environment, differentiated in regulatory, cognitive and normative dimensions, and entrepreneurship in existing firms, corporate entrepreneurship, via a questionnaire study covering 150 firms in Spain.

The relation between institutional environment and corporate entrepreneurship can be distinct. The results show that both the normative and cognitive dimension of the institutional environment influence an organisation's entrepreneurial orientation. They also show that regulatory dimension influences what type of corporate entrepreneurial activity is carried out.

Literature about institutional theory and entrepreneurship has been both descriptive and fragmented. This paper complements the increasing interest in the analysis of the influence of institutional frameworks on corporate entrepreneurship and answers recent calls in the literature to complete previous analyses in an empirical way that supports previous works.

The purpose of this paper is to examine how, within a team, the value of their best member depends critically on the performance of the rest. Analysis of the interdependent team members complements the traditional focus of resource?based?view analyses of isolated resources.

The authors used data from 584 National Basketball Association teams (30 teams collected over 21 seasons).

The authors find a positive relationship between best member performance and team performance that increases as the rest of the team members? performance improves.

Having team members with a high individual performance does not imply that the team will have a competitive advantage over the rest. To gain this advantage, it is also necessary that the rest of the team members also show a high individual performance.

These results contribute to the team literature increasing our knowledge about the effect of complementary resources on gaining competitive advantage. Additionally, sports teams offer the possibility of using objective data to assess team members? individual value within a team.

The purpose of this paper is to explain the different international environmental strategies that multinational enterprises (MNEs) can adopt.

This study updates the traditional country?specific advantages/firm?specific advantages (FSA/CSA) framework. In order to do so, the concepts of environmental institutional distance between countries and MNEs' availability of slack resources are used.

First, a low environmental institutional distance between headquarters' and subsidiaries' countries contributes to creating environmental standards within the company. Second, MNEs with high availability of slack resources are willing to standardize their environmental practices. However, those MNEs that have a high availability of slack resources but have units based in high?distance countries prefer to generate valuable and advanced environmental management practices only in specific countries. Finally, those MNEs with a low level of slack resources and with units based in low?distance countries only comply with national environmental institutional requirements, becoming isomorphic with other local firms.

Although previous findings suggest that MNEs are increasingly standardizing their environmental practices, this generalization can be applied to those MNEs with units based in low?distance countries that have a high availability of slack resources, which lead them to create valuable non?location?bound, green, firm?specific advantages (FSAs).

This paper sheds light on the way in which MNEs' activities affect the natural environment. Since MNEs are key actors in terms of economic and environmental development, they can promote social and environmental values in society, and at the same time encourage other organizations and institutions to adopt a socially responsible attitude.

The purpose of this paper is to focus on job?related skill heterogeneity and action team performance by considering that team members may differ in the levels of their job?related skill, as well as in the way their job?related skill is spread over the different dimensions of the task.

Data were used from 30 National Basketball Association (NBA) teams collected over 21 seasons (1986/1987 through 2006/2007). The total number of team?seasons analyzed was 584.

A positive relationship was found between job?skill level heterogeneity and action team performance that declines as average job?skill level in the team grows. Furthermore, action teams showed poorer performance when their members with a low job?related skill level have a high specialization.

From the practical perspective, it is of special interest to an action team manager to know that job?related skill heterogeneity has a positive influence on team performance ? mainly when the average job?related skill level in the team is low ? and that highly specialized members may have a negative influence on action team performance.

The results contribute to the team literature by focusing on action teams. This kind of team has not received attention despite their increasing importance within organizations. Additionally, using sports teams as a sample offers the possibility of gathering a large amount of objective job?related skill data as well as the possibility of testing hypotheses in a relatively controlled environment, but with real actions instead of experimental actions.