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Over the past decade, universities have invested heavily in startup accelerator programs; however, their role in the university entrepreneurial ecosystem is ambiguous. Are university startup accelerators intended to educate or are they created to facilitate business starts and to contribute to regional economic development? In contrast, most private-sector startup accelerators serve a consistent and differentiated role in the entrepreneurial ecosystem—they provide programming and resources to startups to increase the probability of a return on investment. Understanding the role of university startup accelerators is an important precursor to evaluating their impact and whether or not the return is worth the considerable investment. In this study, we poll university accelerator directors to gain their perspective on the role(s) that university startup accelerators play and to identify how they are structured and operated. Our research reveals a fairly uniform structure and mode of operation. While facilitating business starts is a key role for some, it confirms education as the primary role for university startup accelerators. We outline appropriate means of assessing the learning that takes place in accelerator programs, offer insight into how these findings can help accelerator directors deliver on outcomes and demonstrate impact, and propose avenues for future research.

Purpose Whether opportunities are discovered or created by entrepreneurs is a foundational question in entrepreneurship research. The purpose of this paper is to examine women entrepreneurs in high-growth new ventures and explore the cognitive resources that distinguish between three approaches to opportunity perception: opportunity discovery; opportunity creation; and a combined discover-create (ambidextrous) approach. Design/methodology/approach Using questionnaire responses from 165 women entrepreneurs in high-growth new ventures, K-means clustering was used to determine three approaches to opportunity perception. The cognitive resources associated with each approach were then identified using multiple discriminant analysis. Finally, multivariate analysis of variance was conducted to examine the relationship between opportunity perception and growth expectations. Findings These results demonstrate different approaches to opportunity perception among entrepreneurs in high-growth new ventures, the cognitive resources that reinforce each approach, and the expected new venture growth outcomes. Research limitations/implications The findings offer insight on the cognitive origins of opportunity perception by empirically identifying distinct approaches to opportunity perception and the cognitive resources that underlie each. The study relies on a unique sample of entrepreneurs to understand complex cognitive phenomenon. Practical implications Understanding the effects that cognitive factors have on opportunity perception provides direction for current and aspiring entrepreneurs. The findings and instrument may be used for professional development and to inform educational strategies. Originality/value The findings offer important contributions to entrepreneurial theory and practice by addressing repeated calls for research that examines the cognitive antecedents enabling opportunity formation (discovery, creation or both). This manuscript empirically does so, while opening up possibilities for future research.

a b s t r a c tFor established firms, radical growth requires experimenting with new alternatives, which can test the boundaries of management's thinking. This study proposes that entrepreneurial perceptions of the strategic situation and market environment have a direct influence on corporate entrepreneurship (CE) strategy, which is strategy that supports new business development and renewal. The results indicate that strategy makers will pursue a more explorative CE strategy in situations framed as positive, less controllable and yet knowable, and in environments perceived as munificent and dynamic. Additionally, with explorative CE strategy comes a greater investment in radical growth (i.e., new lines of business). The paper concludes with a discussion of the study's implications in regards to the relationship between interpretation and strategy and the management of attention and meaning.

2014),"Brand image and customers' willingness to pay a price premium for food brands", Journal of Product & Brand Management, Vol. 23 Iss 2 pp. 90-102 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -As an aid to understanding brand image and brand attitude, this paper aims to present an innovative method of capturing qualitative brand associations from very large virtual groups. Design/methodology/approach -From the target market, two familiar brands were selected: one more favored and one less favored by the market segment. Two samples of respondents engaged in a collaborative, virtual ideation session designed to elicit "top of mind" brand associations for two fast food brands, McDonald's and In-N-Out. Members of each group posted their brand associations and then rated each other's associations on the basis of agreement. Findings -Analysis provided by dialogr.com showed sharp differences between the two brand images. To independently assess brand attitude, two judges evaluated favorability of the free associations as either "good," "neutral," or "bad." The results confirmed initial expectations. The more favored brand received considerably more favorable free associations than did the less favored brand. The results are shown in qualitative word maps. Research limitations/implications -A potential limitation of this paper is that the proposed qualitative method is more applicable to well-known, familiar brands; thus these techniques may not work as well with less familiar brands. Practical implications -Virtual collaboration tools provide a proficient method of measuring brand image and brand attitudes, for very large groups. These tools are well suited for gaining greater understanding of the cognitive and affective dimensions of a realized brand position (image) as well as an aid to re-positioning an errant brand image. Originality/value -Most qualitative group interviews are limited to a small number of respondents, ranging from five to 12 people. Virtual ideation sessions, which are designed to elicit "top of mind" brand associations, enable collection of qualitative data from large groups quickly and efficiently; without the negative influences of face-to-face group interaction.