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Research summary Strategic human capital research sits at the intersection of strategy and employee mobility research. Employee entrepreneurship research sits at the intersection of entrepreneurship and employee mobility research. We demonstrate how a shared focus on labor market frictions connects these two complementary but largely disparate literatures through their mutual emphasis on employee mobility. Our examination of the impact of various labor market frictions on employee mobility to competitor firms and employee transitions to entrepreneurship suggests that the outcomes of some frictions are divergent across the two literatures, the outcomes of some are aligned, and the outcomes of some are ambiguous. The complex interplay of labor market frictions provides opportunities for future research specifically exploring the intersection of the strategic human capital and employee entrepreneurship literatures. Managerial summary Our research suggests that some factors that prevent employees from leaving their employers to join competitor companies may also keep those employees from leaving to start new companies. Other factors that prevent employees from leaving their employers, however, may actually encourage employees to leave to start new companies. We identify areas for future research to help us understand better when companies’ efforts to hold on to their workers are effective at preventing both movement to competitor companies as well as to entrepreneurship. Copyright © 2017 Strategic Management Society.

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Research summary We explore how information intermediaries preserve relationships with firms they cover and differentiate from competitors while also maintaining legitimacy with their audiences. We find that intermediaries evaluating movies and video games delay disclosing more negative reviews of heavily marketed products so that they do not coincide with the major product marketing push. We also find that media organizations artificially differentiate themselves from their competitors. We demonstrate that critics are more deviant when they can observe another's opinion and that differentiation increases when they tend to evaluate the same types of products. Our interpretation is that information intermediaries do not simply provide objective reviews, but instead appear strategic in balancing pressures from product “suppliers” and competitors as they compete for the attention of their audiences. Managerial summary We argue that film and video game reviews by professional media outlets reflect two types of strategic behavior. First, intermediaries evaluating movies and video games delay disclosing more negative reviews of heavily marketed products. Second, critics artificially deviate their review scores from those of close competitors. We conclude that information intermediaries do not simply provide objective reviews, but instead appear strategic in balancing pressures from product “suppliers” and competitors as they compete for the attention of their audiences.

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BACKGROUNDVirtual global health partnership initiatives (VGHPIs) evolved rapidly during the COVID-19 pandemic to ensure partnership continuity, however the current landscape for VGHPI use and preference is unknown. This study aimed to increase understanding of GH partners’ perspectives on VGHPIs.METHODSFrom 15 October to 30 November 2020, authors conducted an online, international survey using snowball sampling to document pandemic-related changes in partnership activities; preferences for VGHPIs; and perceived acceptability and barriers. Analysis stratified responses by country income classification and partnership type. RESULTSA total of 128 respondents described 219 partnerships. 152/219 (69%) partnerships were transnational, 157/219 (72%) were of >5 years duration, and 127/219 (60%) included bidirectional site visits. High-income country (HIC) partners sent significantly more learners to low- to middle-income country (LMIC) partner sites (P<0.01). Participants commented on pandemic-related disruptions affecting 217/219 (99%) partnerships; 195/217 (90%) were disruption to activities; 122/217 (56%) to communication; 73/217 (34%) to access to professional support; and 72/217 (33%) to funding. Respondents indicated that VGHPIs would be important to 206/219 (94%) of their partnerships moving forward. There were overall differences in resource availability, technological capacity, and VGHPI preferences between LMIC and HIC respondents, with a statistically significant difference in VGHPI acceptability (p<0.001). There was no significant difference between groups regarding VGHPIs’ perceived barriers. CONCLUSIONSThe pandemic disrupted essential partnership elements, compounding differences between LMIC and HIC partners in their resources and preferences for partnership activities. VGHPIs have the potential to bridge new and existing gaps and maximize gains, bi-directionality, and equity in partnerships during and after COVID-19.

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