7/20/2010

Ex-MI5 spy chief: No link between Iraq and 9/11 - Yahoo! News

LONDON – The war in Iraq led to a loss of focus on the threat from al-Qaida, emboldened the group's leader Osama bin Laden, and helped to breed a generation of homegrown terrorists, Britain's former domestic spy chief told an inquiry Tuesday.

Making the sharpest criticism so far aired in Britain's inquiry into mistakes made in the Iraq war, Eliza Manningham-Buller, director of the MI5 agency between 2002 and 2007, said Britain's government paid little attention to warnings that the war would fuel domestic terrorism.

Manningham-Buller also said Iraq had posed little threat before the 2003 U.S.-led invasion, and insisted there was no evidence of a link between former Iraqi dictator Saddam Hussein and the Sept. 11, 2001 attacks on the United States.

"There was no credible intelligence to suggest that connection and that was the judgment, I might say, of the CIA," she told the inquiry. "It was not a judgment that found favor with some parts of the American machine."

The ex-spy chief said those pushing the case for war in the United States gave undue prominence to scraps of inconclusive intelligence on possible links between Iraq and the 2001 attacks. She singled out the then-U.S. Defense Secretary Donald Rumsfeld.

"It is why Donald Rumsfeld started an alternative intelligence unit in the Pentagon to seek an alternative judgment," said Manningham-Buller, who was a frequent visitor to the U.S. as MI5 chief.

"Saddam Hussein had nothing to do with 9/11 and I have never seen anything to make me change my mind," she said.

Manningham-Buller also indicated that MI5 disagreed with then-Prime Minister Tony Blair over a key justification for the war — Iraq's purported harboring of weapons of mass destruction.

She said the belief that Iraq might use such weapons against the West "wasn't a concern in either the short term or the medium term to either my colleagues or myself."

Manningham-Buller, now a member of the House of Lords, was testifying to the inquiry panel in London. Convened by the government, the inquiry aims to examine the buildup to the Iraq war and errors made on post-conflict planning.

It won't apportion blame or assign criminal liability for mistakes made, but will issue a report later this year with recommendations for future operations and military missions.

Manningham-Buller said the focus on Iraq had far-reaching consequences for the mission to tackle global terrorism.

"By focusing on Iraq, we reduced the focus on the al-Qaida threat in Afghanistan. I think that was a long-term, major and strategic problem," she told the panel.

She acknowledged the Iraq war vastly increased the terrorism threat to Britain — with her officers battling to handle a torrent of terrorism plots launched by homegrown radicals in the wake of the 2003 invasion of Iraq.

"Our involvement in Iraq radicalized, for want of a better word, a whole generation of young people — not a whole generation, a few among a generation — who saw our involvement in Iraq, on top of our involvement in Afghanistan, as being an attack on Islam," she said.

She disclosed for the first time that about 70 to 80 British citizens had traveled to Iraq to join the insurgency. Video messages left by the four suicide bombers who killed 52 commuters in the 2005 attacks on London's subway and bus network had referred to Britain's role in Iraq.

Manningham-Buller told the five-member inquiry panel that the decision to invade Iraq had likely provided an impetus to al-Qaida.

"Arguably we gave Osama bin Laden his Iraqi jihad, so that he was able to move into Iraq in a way that he was not before," she said.

The ex-spy chief, giving evidence in a public session, said she had been asked by the British government after the invasion to persuade deputy U.S. Defense Secretary Paul Wolfowitz to ditch his plan to disband Iraq's army. She said she found she had "not a hope" of changing Wolfowitz's mind.

She also acknowledged that the intelligence picture before the Iraq war was incomplete. A previous British inquiry into the Iraq war criticized flawed intelligence used before the invasion.

"The picture was fragmentary," Manningham-Buller said. "The picture was not complete. The picture on intelligence never is."

She said MI5 had refused requests to supply "low-grade" intelligence for a government dossier on the case for war, a document sharply criticized in the previous inquiry.

Other ex-intelligence chiefs — including two former heads of the MI6 overseas spy agency — have given evidence to the inquiry in private sessions.

It was clear all along.

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DaveandDawnCook.com » Do Your Leadership Skills SUCK!

Psychiatric Meds 101: A Surprising Discovery « CCHR International

The Corporate Curmudgeon: Every generationis similar to others

"In case you're worried about what's going to become of the younger generation, it's going to grow up and start worrying about the younger generation." - Roger Allen

You remember a couple of years back when you were seeing all those articles about "the looming labor shortage." Ah, what a charming little 15-minute conversation that was. And what about all those articles about having four generations in the workplace ... or, oh my, five! How would they ever get along? Well, the economy took care of both those worries, eh? No shortage, and no more generations. Now we have just two generations - Gen E and Gen Un. That's right, Employed and Un. And isn't "Un" just so sad, right? Being unemployed doesn't just eat up your savings, but your day and your self-esteem.

Here's the e-mail that got me thinking about generations in the workplace ...

"My name is Kyle Powers, and I am an eighth-grade student at Vestal Middle School in Vestal, N.Y. We are doing speeches in English class. I chose to study the work ethic of the current generation, often called 'Millennials' or 'Generation Y.' I was wondering if I could ask you a few questions on the topic. I love your column and would be extremely grateful if you could help."

You might be thinking, "Yeah, right, the kid 'loves' Dauten's column. Fat chance. He's just getting someone to do his research."

Maybe you're right. But, if so, doesn't that give you faith in America's young people? After all, the ability to get someone else to do your work is the backbone of the American enterprise. What is Kyle but a future Captain of Industry? Someday soon he'll have a domestic staff of unpaid interns and a foreign staff in New Delhi. So I'm guessing this is the first of a series of columns I'll write about him throughout the next couple of generations.

What I told Kyle is this: It's a mistake to talk about THE work ethic of a generation - there are several, and they don't change much. There are the overachievers and the workaholics; there are the slackers and layabouts; and in between, there's the majority - the ALAPs, the As Little As Possibles. What might change over time is the percentage in each subgroup, but I doubt it. What changes is the way people work and slack.

Most of the work invented in the past 20 years is not physical - it's literally "no-sweat." The percentage of workers who appear to be doing nothing is increasing, even among overachievers. Some young workaholic doing online research looks just like a kid reading the list floating around the Web "How to Tell If You're Gen X." (Samples: "The words 'Where's the beef?' bring back fond childhood memories." "You remember the days when 'safe sex' meant 'my parents are away for the weekend.' ")

But here's what I really wanted Kyle to understand: We old guys have kids, many of them young grads. Once, we envied youth, knowing they couldn't wait to shove us aside; these days, we're commiserating with or about them. Sure, some are spoiled and ungrateful, but this economy sorts ruthlessly. What's left are those two generations, Gen E and Gen Un, and within Gen E we're all the same - pretending to be delighted, getting along no matter what, eagerly awaiting the time when we can worry about a labor shortage and how the generations can get along.

Dale Dauten is co-founder of AgreementHouse.com, a company that resolves business disputes. Contact him at daledauten.com

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Media Life Magazine - Busting myths about baby boomers

Epic Advice for the Millennial Job Seeker | SYS-CON MEDIA

Nothing is always true when it comes to people. Admittedly, the representation here of a Millennial candidate and Boomer takes a bit of a poetic license.  It’s meant to help the Millennial keep their sense of humor, have some perspective and connect with what is usually a more experienced manager shaped by their generation.  Recently I read an article in the New York Times called "American Dream is Elusive for a New Generation".  It states that there is a 37% unemployment rate for the Millennial generation based on data from the Bureau of Labor Statistics.  This is for the recent graduate who is still living at home, surfing the Internet and trying to find a job.  Keep your chin up and take action, we've all been there before.

While you are looking:

1. Exhibit a productive personal brand online.  Build a public portfolio of anything you have ever worked on that is relevant to your job search.  Write a succinct bio for the site and state some facts.  Put it on a new website like Wordpress, Squarespace or VisualCV.  Link it to your Facebook, Linkedin, Businessweek Exchange and Twitter accounts that have completed profiles.  Be responsible with your public brand.  Don't write anything on any social site that detracts from an image of professionalism.  You can be funny without looking like you're out of control.  Clever writing is good, stupid behavior makes it easy to filter you out.

2. Find someone in the company who can help you.  Networking is a beautiful thing.  Depending on your source, you’ll find that 70-80% of jobs are found because of knowing someone in the company.  Doing a little front end work can open doors and move you to the top of the pile.  Encourage your parents and their friends to ask around for you.  If you can connect to someone at the top of the company, that’s a great chance to combine influence with advocacy.

3. Look informed about the industry.  Research your targeted industry or profession at least once a week and even write about it if you want.  Look at company websites, annual reports, industry association sites and review sites like Wikinvest to see crowdsourced analysis.  Use a grammar checker and spell checker to protect your personal brand.  Run it by a trusted friend who will give you feedback before you post.  Provide links to your articles or blogs on Twitter, Facebook, LinkedIn and Businessweek Exchange.  At least you will become a better communicator which almost all companies could use.

4. Ask for help.  Go public with your friends and their parents that you are looking for a job.  Define that job or company broadly.  You can filter the jobs later when opportunities pop up.

5. Do your company homework.  There are people who will be hiring you that can tell when you've done your homework.  When you know something about a company's history and its goals, it says you like to be prepared.   Take the extra step to research what the role is in the company as well as what the department is responsible for in the company.  It will help the interview move on to more insight and less basic education.

6. Make more phone calls.  Call your friends often to get better at phone conversations.  Millennials are dependent on Facebook and text messaging for communication.  That may work with your buddies, but the older employees who control the money use the telephone and get-to-the-point e-mail.  You will need to get better at professional phone conversations if you want to impress the people who hire.

7. Practice the Interview.  Find someone who has a management background to ask you typical interview questions before you start interviewing.  If you know what you are going to say before the questions are asked, you’ll answer with more confidence and accuracy.

8. Be Engaged on the Interview:  Be positive, lean forward a bit and listen well so you respond with relevance.  No one wants to hire Eeyore.  They want to hire Tigger with brains.

9. Don't be short-sighted.  If the person hiring you seems sane and the company interests you, take the opportunity.  It's not just a job, it's a door of possibilities and a cash flow solution.  Either that company will offer you more possibilities in the next year or the next company will have more to go on to hire you.  For goodness sake, get out of your parents house, it's time.

10. Start curbing your Facebook addiction.  Facebook is good if used in moderation.  If using social networks is outside of your job description and you can't seem to get off of social networks, it will start to affect what you were hired to do.  Managers know they can find someone else that manages their time better.  Once inside, find out the company policy for social networks and employees use them.  Adhere.

11. Understand that it’s not always 1-2-3.  Getting hired may take a circuitous route.  You don’t know what’s going on in the company.  They may call you six weeks after meeting you and be ready to hire you after not responding to your inquiries the entire time.  Events can drive decisions.  Don’t take it personally.  Understand that while the world has become more data-driven, humans are still the ones doing the hiring.  Build a pipeline of possibilities.

The Hiring Manager’s Viewpoint:

1. My Boomer childhood was different from yours. I don't care about your trip to Barcelona unless you're applying for a job in Spain, had an internship, were studying abroad or were doing charity work.  I've never been to Barcelona and I was lucky to go to a Howard Johnson’s when I was a kid.  Unless this job calls for European travel, residency or somehow I bring up the topic, don’t mention it.

2. Talk about results, not just showing up. My parents didn't lavish me with praise like yours have.  They didn't allow me to give more credit to myself than I deserved.  I didn't get trophies for showing up, I was expected to win, place or show for anyone to care that I participated.  My parents were good people but in a way that focused on making me tough enough to make it in this world.   This company is more like my parents.

3. Help me laugh at life. I have problems like everybody else.  Maybe my kids are not fulfilling their potential.  It only takes one of my brood to worry me.  Maybe my mortgage is driving me nuts and just maybe I hate this job.  In any case, if you can put a smile on my face today, that would help.  Bring a sense of humor without trying to be a standup comedian.  Help me laugh at life a little (not people) and I’ll remember you.

4. This decision reflects on me. Make me look like I hire well and I will try to help you get what you want here.  Make me look like an idiot and I will never open doors for you.  Your choice.

5. Yes, I'm doing something right here. They've given me more responsibility than the average employee.  I'm supposed to make good decisions.  Ask me what it took during my career to get this position.  You don’t have to sound like a sycophant, just a person who wants to understand the path.

6. You’re not that special. In a world where Millennials have a 37% unemployment rate wrapped in an overall unemployment rate of 10%, it’s an employer’s market.  The manager allows for a well-grounded, confident and passionate candidate.  But if you give the impression that you feel entitled, they will just keep looking.  The reason is simple. Chances are things aren’t as special at the company as they are telling you because they’re selling you a little too.  Having someone here who thinks every day has to be great is the last thing they need.  There is a 99% chance that it’s going to be really important to the manager that you are a willing rower, not the guy who points from the front of the ship.  That might come later.  You have to earn that.

7. Give me a memorable story. Referencing point number six here, what makes you stand out from the rest?  Because later on this week when I’m meeting with my boss, she’ll want to know why I hired you instead of her cousin’s son. Help me help you with a story about results or accomplishment.

8. Facebook is a time killer. Oh sure, I use it too, but not for business.  I use it to make sure my kids aren’t posting pictures of themselves drinking with college professors.  I also use it to catch up with old friends who I don’t get to talk to over the telephone which is actually my preferred way to communicate.  But every time I walk by a computer in the middle of the day and see Facebook on the screen, I cringe.  That’s lost productivity and I can’t get it back.  One more thing, I have spent twenty years building up a reputation and assets in the real world.  Facebook’s privacy issues matter to me since I actually have something to lose even if you don’t.

9. I didn’t expect to still be here.  I’m not angry about it but I had big visions of saying goodbye to this hectic pace five years ago.  Then 2008 hit.  Help me make the best of it by being sane, showing up a little early everyday, getting things done and having a positive attitude.  If you’re willing to pay the price, I would love to grow my social wealth by adding you as a friend that I helped.  Years ago, I moved to benefit my immediate family and this company which led to losing touch with some friends.  I had mentors and it would make me feel good if one day you called me one.

10. You need the look. Finally, a candidate walks in here with the look in her eyes that tells me she’s willing to work for what she gets here.  When I was her age, the unemployment rate was over 10% and President Reagan was telling us to pull ourselves up by our bootstraps.  In the early 80s, I would have crawled over glass to get a job like this one allowing me to stop sharing a 2-bedroom apartment with three people and thinking Wendy's was an expensive meal.  Living at home in my early 20s wasn't really an option.  Does she have that look or is she already looking out the window thinking she deserves better things?  If I see the look of a smart, ambitious and capable employee, that candidate just motivated me to find a place for her.

Start your journey and progress
Life doesn’t automatically become magical because you landed a specific job.  There have been many employees who took a job that has been misrepresented.  On the other hand, sometimes the opportunity is better than the manager depicts.  Life gets better because you are progressing based on principles of being smart, getting results and playing fair.  Your professional network will find a way to put more opportunities in front of you when you do that.  No one is asking you to earn the right to be an astronaut.  You're just trying to get a job in a company that offers opportunity where you will meet new people expanding your professional network. Sitting at home surfing the Internet and turning down opportunities in this employment environment is epic failure.  The Internet is a wonderful tool but it’s not paying much and it may be costing you plenty.  Good luck in getting a job so we can all start learning how productive and special you really are.

Take the ones that fit you. It will help!

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allAfrica.com: Africa: 2010 Legatum Africa Awards for Entrepreneurship Call for Entries On


Government Supporting Daily

Africa: 2010 Legatum Africa Awards for Entrepreneurship Call for Entries On

20 July 2010

Dubai — Legatum, a privately owned international investment group, and Omidyar Network, a philanthropic investment firm is now receiving entry for the 2010 Legatum Africa Awards for Entrepreneurship, one of the continent's most prestigious business awards.

The Legatum Africa Awards programme recognises and rewards African business leaders who embody the entrepreneurial spirit and demonstrate the qualities required to succeed in business - determination, a commitment to excellence, innovation and profitability.

Leaders of small and medium sized enterprises (annual revenues between $2 - $25 million) have the opportunity to submit online entries at www.africaawards.com until 31st August 2010. Applicants will be evaluated across a unique set of criteria to determine the winner.

"This is the third year that Legatum has offered an award for Entrepreneurship in Africa" said Alan McCormick, Managing Director of Legatum, "and over that time we have found many dynamic entrepreneurs across the continent, whose businesses are building prosperity for their communities".

McCormick continued, "The Legatum Africa Awards celebrates the very best businesses from across Africa and showcases their leadership, which through hard work, determination and a creative approach, are the foundation for their nation's wealth and well-being. Our goal is to encourage the next generation of aspiring business people and pave the way for increased investment in Africa, a continent teeming with opportunity".

The 2010 Africa Awards programme builds upon similar competitions in 2007 and 2008, and is expected to attract 1,500 entries from fifteen countries.

This year, submissions will be accepted from Botswana, Cameroon, Cote d'Ivoire, Ethiopia, Ghana, Kenya, Mozambique, Namibia, Nigeria, Rwanda, Sierra Leone, South Africa, Tanzania, Uganda, and Zambia. A total of US$ 350,000 will be awarded to the winners, and the funds directed towards growth and strategic re-investment in their companies.

Relevant Links

Winners will be selected based on a rigorous and transparent selection process by an international panel of leading business experts.

"Omidyar Network and Legatum share the conviction that entrepreneurs are vital to creating new opportunities in Africa", said Matt Bannick, Managing Partner of Omidyar Network.

"With the expanded reach of this year's awards, we will identify and support the dynamic business leaders who are driving innovation, economic growth and terrific new opportunities across the continent."

The 2010 Legatum Africa Awards will conclude with a Gala Awards Banquet in early December 2010 in Accra, Ghana. Finalists and winners will be honoured in the presence of an international audience of leading businesspeople, policymakers, and entrepreneurs.

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Azerbaijan Business Center

National Entrepreneurship Support Fund selected 8 poultry projects for financing

Baku, Fineko/abc.az. The National Entrepreneurship Support Fund (NESF) of the Azerbaijani Ministry of Economic Development has announced today the results of the assessment of broiler farming projects for soft-term financing of investment projects. 12 projects were submitted for the contest launched this April and 8 ones of them were selected.

Fund’s executive director Shirzad Abdullayev says that overall cost of the chosen projects is 26.9 million manats, and crediting from the Fund will total 17.4 million manats.

"The projects will enable to produce 60 million eggs and 13,000 tons of poultry. After their realization the country will be able to meet not only own egg and poultry needs but also to start their export,” Abdullayev said.

Currently domestic production provides Azerbaijan with poultry products by 74%.

There were selected two projects in Khizi, three in the Absheron and by one project in Imishli, Salyan and Ismayilli districts.

The Fund received totally 12 projects (six in Absheron, three in Aran and by one in Mountain-Shirvan, Ganja-Gazakh, Sheki-Zagatala economic regions). Their overall cost is 40.4 million manats and the Fund is requested 27.85 million manats. The largest project costs 5.129 million manats and the smallest one 841,000 manats. The biggest inquiry from the Fund is 3.9 million manats and the smallest 500,000 manats. The projects were prepared through such agents of the Fund as Kapital Bank, Kredo Bank, Bank Avrasiya, UniBank, Zamin Bank and non-bank credit organization Aqrar-Kredit.

 

 

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Creation of federal entrepreneurship advisory group a step in right direction

Oklahoma business briefs: OSU-Tulsa to host boot camp program

Defining Firm Level Entrepreneurship | The World Business

Defining Firm Level Entrepreneurship

According to Zhara et al., (1999) different scholars use different expressions to describe entrepreneurship (e.g., Entrepreneurship , Corporate Entrepreneurship, Intrapreneurship, Entrepreneurship Posture, Entrepreneurial Orientation), but contrary to the variety of expressions used to describe entrepreneurship, there is consistency regarding entrepreneurship’s definition and measurement.

Generally speaking, entrepreneurship based research usually focus on either Traits or Behavior. Since the nineties, behavior underlie the vast majority of entrepreneurship’s research, the main reason for this is a limited success of scholars to reinforce the existence of common traits that characterize entrepreneurs (Smart and Conant, 1994). Gartner (1988) argues that the focus should be on “what the entrepreneur does” and not “who is the entrepreneur ”. Behavior based research focus on the entrepreneurship process through the entrepreneur activities, that instead of referring to personal specific traits (Smart and Conant, 1994). Behavior based entrepreneurship’s research is usually conducted at entrepreneur level; nonetheless, scholars claim that entrepreneurship is implemented at the firm level as well (Carland et. al., 1984; Naman and Slevin, 1993; Lumpkin and Dess, 1996; Wiklund, 1999).

This article tries to establish a common base for defining firm level entrepreneurship. Naman and Slevin (1993) states that organization can be characterized and measured based on the level of entrepreneurship demonstrate by the firm’s management. According to Covin and Slevin (1986), top managers at entrepreneurship’s firm possess an entrepreneurship style of management, which affect the firm’s strategic decisions and management philosophy.

In order to establish definition for the firm level entrepreneurship, it is necessary to present the characteristics of management behavior used by scholars for that matter. Schumpeter (1934) states that innovativeness is the only entrepreneurship behavior that separates between entrepreneurship’s activities to non-entrepreneurship’s activities. Innovation relates to the pursuit after creative solutions through the development and improvement of services and products as well as administrative and technological techniques (Davis et al., 1991). Innovation reflects the firm’s tendency to support new ideas and procedures, which can end as new products or services Lumpkin and Dess (1996).

In his book “Essai sur la Nature Commerce en General”, Richard Cantillon (1755) argues that the essence of entrepreneurship is a risk-taking behavior. According to Lumpkin and Dess (1996), risk-taking can range from relatively “safe” risk as deposit money to the bank to quite risky actions like investing in untested technologies or launching new product to the market. In their research, Miller and Friesen (1982) define an entrepreneurial model of innovativeness, this model regards firm that innovate audacity and regularly while taking substantial risks in their strategy.

Third dimension, which can be added to innovation and risk-taking, is Proactive. According to Davis et al., (1991) proactive associates with an aggressive posture, relatively to competitors, while trying to achieve firm’s objectives by all rational needed means. Lumpkin and Dess (2001) mention that proactive relate to the way the firm associates to business opportunities through acquisition of initiatives in the market it’s operate in.

Although other dimensions are used to define firm level entrepreneurship, the vast majority of scholars use these three dimensions – Innovation , Risk-taking and Proactive (e.g., Miller and Friesen, 1978; Covin and Slevin, 1986, 1989; Naman and Slevin, 1993; Knight, 1993; Wiklund, 1999).

Dr. Rami Schayek combining the academic world as a researcher and a lecturer at the ben gurion university with a fieldwork as the CEO of several small businesses coincident with coaching many other small and medium businesses. You can see more from his work at www.small-medium-business.blogspot.com

Terms: Articles may be reprinted provided content is not edited and links are kept live.

Last Updated on Tuesday, 20 July 2010 11:12 Written by admin Tuesday, 20 July 2010 11:12


This entry was posted on Tuesday, July 20th, 2010 at 11:12 am and is filed under Entrepreneurship. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

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Entrepreneurship Toolbox For Your Future – 30 Jul : SGEntrepreneurs

Knowledge-Driven Entrepreneurship: The Key to Social and Economic Transformation Rapidshare Hotfile Megaupload Megashare Downloads

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    Hotfile.com Knowledge-Driven Entrepreneurship: The Key to Social and Economic Transformation


    Product Description

    The current economic era, characterized by the rapid and global dissemination of information and capital, has been called the "knowledge age," the "entrepreneurial society," and the "intangibles economy," among other labels. Technological and productivity improvements continue to shift the emphasis from the mastery of physical assets (e.g., natural resources, factories) and physical tools (e.g., machines) to that of intangible assets (e.g., education, R&D projects, brands, patents) and socio-cultural tools (e.g., communities of knowledge practice) as the key to a community?s economic prosperity. The purpose of this book is to build a bridge between knowledge and entrepreneurship, which have traditionally been separated by the walls of academic disciplines. Building on the pioneering work of Peter Drucker and William Baumol, the authors explore the intricate relationships among knowledge generation, innovation, new business creation, and the institutions that support them. Demonstrating direct links between the flow and application of knowledge, innovations in products and processes, the development of new enterprises, and generation of economic wealth, the authors strongly argue that these assets must be protected and sustained through national and regional institutions that encourage creativity and experimentation. Employing illustrative examples from around the world, the authors focus on the crucial role of societies to educate and support entrepreneurs and establish the right environment for new business development and rapid conversion of ideas into enterprises that contribute to economic growth and prosperity.
    About the Author

    Piero Formica is Professor of Economics, and Dean of the International Entrepreneurship Academy, with special focus on knowledge, innovation and entrepreneurship, at the Jonkoping International Business School at the J?nk?pking University. He is also Special International Professor of Knowledge Economics and Entrepreneurship, School of Economics and Management ? Beijing University of Aeronautics and Astronautics, Scientific Director of the Higher Education Programmes at COFIMP (the Higher Education Institution of the SMEs in Bologna, Italy), and Visiting Professor of Knowledge Economics and Entrepreneurship at the Jean Monnet Faculty of Political Studies (Second University of Naples). Between 2003 and 2006 he held the Marie Curie Professorship at the Faculty of Economics and Business Administration, University of Tartu, Estonia. Between 1982 and 2003 he worked as Professor of Economics of Innovation in the Masters of Business Law and Technology Management programs at the University of Bologna, Italy. Professor Piero Formica has over 30 years of experience in the fields of international economics and economics of entrepreneurship and innovation, working with OECD Economic Prospects Division in Paris, academic institutions, large corporations and small companies, governmental bodies, and the European Union. He has published dozens of articles, serves as Editorial Director for the Knowledge Economy Series (EffeElle Editore, Italy), and is co-editor, with Elias Carayannis, of Knowledge Matters: Technology, Innovation and Entrepreneurship in Innovation Networks and Knowledge Clusters (Palgrave/MacMillan, 2008).

    Thomas Andersson is Professor at the International Entrepreneurship Academy, J?nk?pking University. He has published widely on international economics and industrial organization and has been a visiting fellow at Harvard University, Bank of Japan, Hitotsubashi University, and University of Sao Paulo. Previously, he was Deputy Director for Science, Technology and Industry at the Organisation of Economic Cooperation and Development (OECD). He also coordinated the technology part of the OECD Jobs Study, the OECD Growth Study, and a program with the World Bank on building knowledge-based economies. Prior to the OECD, Professor Andersson was Assistant Under-Secretary and Head of the Structural Policy Secretariat in the Swedish Ministry of Industry and Commerce and director of the international research program of the Industrial Institute for Economic and Social Research in Stockholm (IUI). He has been Senior Advisor to the Swedish Agency for Innovation Systems (VINNOVA) and main secretary of the Ministers of Finance project on the Nordic countries and the New Economy. He has served on the International Advisory Board of Ume? School of Business and Economics and on the International Advisory Board of World Knowledge Forum, Korea. He is also President of the board for the International Organisation for Knowledge Economy and Enterprise Development (IKED) and Chairman of the International Steering Group of the Global Trust Center (GTC). He serves on the board of Swedish Program for ICT in Developing Regions (SPIDER) and is a member of the Steering Committee of the Global Forum, the International Advisory Committee of the Competitiveness Institute, and the Royal Swedish Academy of Engineering Sciences (IVA).

    Martin Curley is Senior Principal Engineer and Global Director of IT Innovation and Research at Intel Corporation. Previously, he held a number of IT Management positions for Intel, including Director of IT Strategy and Technology based in Sacramento, California, and Fab14 Automation Manager based in Dublin, Ireland. He has also held IT engineering and management positions at General Electric in Ireland and Philips in the Netherlands. Curley has a degree in Electronic Engineering and a Masters in Business Studies from University College Dublin, Ireland, and is author of Managing Information Technology for Business Value (Intel Press, 2004). He is also an Adjunct Professor at the National University of Ireland, Maynooth, and the National College of Ireland. He was a visiting scholar at MIT Sloan Centre for Information Systems Research in 2005 and 2006.
    Product Details

    * Hardcover: 237 pages
    * Publisher: Springer; 1 edition (December 14, 2009)
    * Language: English
    * ISBN-10: 1441911871
    * ISBN-13: 978-1441911872

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