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Purpose -The purpose of this paper is to test a model of entrepreneurial intentions among secondary students based on their psychological characteristics. Furthermore, this seeks to determine whether teenage students (14-15 years old) possess entrepreneurial characteristics and whether these characteristics correspond to entrepreneurial intentions. Design/methodology/approach -A sample of secondary students was chosen ranging from 14 to 15 years old. Data were collected through a questionnaire and analysed by univarite statistics and structural equations modelling (PLS) to measure the relationship between the psychological characteristics and entrepreneurial intentions. Findings -The results demonstrate there is a relationship between (some) psychological characteristics and entrepreneurial intentions. The propensity to risk negatively influences entrepreneurial intentions, meanwhile self-confidence and the need for achievement positively influence the construct. The relationship between tolerance and ambiguity, locus of control and innovativeness with entrepreneurial intentions reported no statistical significance.Research limitations/implications -The results reinforce the idea that psychological characteristics (trait approach) influence entrepreneurial intentions. However, the model needs further development through the incorporation of behavioural characteristics. This would allow for the understanding of whether behaviour and trait theories oppose or complement each other. Originality/value -The paper provides important evidence for improving entrepreneurship education for young students. First, it is important to incite and develop some psychological characteristics in order to promote entrepreneurial intentions. Second, entrepreneurship curricula should jointly develop both entrepreneurial characteristics and the awareness among students about the viability of an entrepreneurial career. This may be achieved not only by presenting entrepreneurs as role models, promoting an entrepreneurial culture but also by developing entrepreneurial skills that improve self-confidence.

As university-industry cooperation is associated with the transfer of knowledge and technology, this collaboration is an extremely important field of study for the world's economies that helps companies become more competitive. The present research, thus, sought to explore and analyse the literature related to university-industry cooperation, using a co-citation analysis. This study's objectives were to (1) identify the main co-cited references and the groups (i.e. clusters) they form and (2) discuss the challenges this literature presented in the study of university-industry cooperation. The articles reviewed were obtained with a search of the ISI's Web of Science and were submitted to a bibliometric analysis using VOSviewer software. This systematic literature review revealed that companies are increasingly focused on cooperation with universities. The results include four clusters, namely, (1) Absorption Capacity, Knowledge and Competitiveness in University-Industry Relations, (2) Impact of Knowledge Spill-overs on University-Industry Relations, (3) Strategic Alliances for Industry Innovation, and (4) University-Industry Cooperation. This study thus contributes to a greater and more detailed understanding of the production flow, scientific practices, and trends in this new and stimulating field of research.

What are the consequences of electing a female leader for policy and political outcomes? We answer this question in the context of U.S. cities, where women's participation in mayoral elections increased from negligible numbers in 1970 to about one-third of the elections in the 2000's. A novel data set of U.S. mayoral elections from 1950 to 2005 was used, and a regression discontinuity design was employed to deal with the endogeneity of female candidacy to city characteristics. In contrast to most research on the influence of female leadership, we find no effect of gender of the mayor on policy outcomes related to the size of local government, the composition of municipal spending and employment, or crime rates. These results hold both in the short and the long run. While female mayors do not implement different policies, they do appear to have higher unobserved political skills, as they have at least a 5 percentage point higher incumbent effect than a comparable male. But we find no evidence of political spillovers: exogenously electing a female mayor does not change the long run political success of other female mayoral candidates in the same city or of female candidates in local congressional elections. ABSTRACTWhat are the consequences of electing a female leader for policy and political outcomes? We answer this question in the context of U.S. cities, where women's participation in mayoral elections increased from negligible numbers in 1970 to about one-third of the elections in the 2000's. We use a novel data set of U.S. mayoral elections from 1950 to 2005, and apply a regression discontinuity design to deal with the endogeneity of female candidacy to city characteristics. In contrast to most research on the influence of female leadership, we find no effect of gender of the mayor on policy outcomes related to the size of local government, the composition of municipal spending and employment, or crime rates. While female mayors do not implement different policies, they do appear to have higher unobserved political skills, as they have a 6-7 percentage point higher incumbent effect than a comparable male. But we find no evidence of political spillovers: exogenously electing a female mayor does not change the long run political success of other female mayoral candidates in the same city or of female candidates in local congressional elections.

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Theoretical background The current knowledge economy requires companies to create new business structures and new concepts for the management of its resources to remain competitive. The latest approaches to strategic management (Ferreira et al., 2016) tend to consider strategic alliances (as sources of knowledge) and intellectual capital (human, structural and relational capital) as the main sources for a sustainable competitive advantage. In an increasingly globalized world, the survival of business management depends on their organizational intelligence, which is the result of information and knowledge systems they have, the skills of its employees and how they relate to its stakeholders (Durst and Edvardsson, 2012). Strategic knowledge management (SKM) relates to the processes and infrastructures organizations use to attain, create and share knowledge for formulating strategy and making strategic decisions (Zack, 2002). A knowledge strategy defines the overall approach an organization intents to take to align its knowledge resources and capabilities to the intellectual requirements of its strategy. A strategic attitude is necessary to achieve a sustainable competitive advantage. From a practice perception, businesses are seeing the prominence of managing knowledge if they are to persist competitive and grow. Consequently, several firms everywhere are starting to dynamically manage their knowledge and innovation (Ferreira et al., 2015). Knowledge does matter, but the question is when, how and why? (Carayannis and Campbell, 2009). Today, knowledge matters further and in forms that are not always predictable or even controllable. Knowledge systems are so highly complex, dynamic and adaptive (Carayannis and Campbell, 2009). Numerous views on knowledge are discussed in several different scientific areas, such as strategy, management, organization theory literature and philosophy. Different views on knowledge lead to different conceptualizations of (strategic) knowledge management. Our starting point is knowledge as a strategic resource. This is in accordance with the business strategy theory, specifically the resource-based view (RBV) of the firm. The main proposition of the RBV is that competitive advantage is based on valuable and unique internal resources and capabilities that are costly to imitate for competitors (Wernerfelt, 1984; Barney, 1991). We refer to SKM as a capability pertaining to knowledge creation, knowledge organization and storage, knowledge transfer and knowledge applications which enhances a firm's ability to gain and sustain a competitive advantage (Davenport and Prusak, 1998; Ferreira et al., 2016; Heisig et al., 2016). A knowledge-based view of the firm states that these resources and capabilities are knowledge-related and knowledge-intensive resources and capabilities (Grant, 1997). Some questions can be raised: