Scholars have begun to realize the importance of entrepreneurial political skills to new ventures. Namely, social entrepreneurship is a context, in which entrepreneurs expend great efforts in networking politically to integrate diverse resources and share interests (e.g., ecology wellness) for sustainability. In this paper, we integrate the social exchange theory and the resource-based view to discuss how social entrepreneurs' political skills enhance new ventures' performance through their social network (size/diversity and structural holes), and discuss how psychological capital in entrepreneurial contexts can influence new venture performance by political skills' functionality. By connecting significant entrepreneurship research constructs at different levels, this article not only enriches our knowledge about the ways in which social entrepreneurs' political skills and psychological capital affect the performance of ventures, but also offers new ventures some guidance on how to use political skill to improve their social networking and performance. Implications for social entrepreneurial sustainability are discussed.

We offer an integrative introduction, analysis, and commentary for the new agribusiness models (mainly for crop production) in Taiwan, an important economy in Asia. Taiwan’s economy has been relying heavily on agriculture-based business, even against the fact that its high-technology industries occupy major media explosion opportunities. We start with the introductory discussions of Taiwan’s agricultural backgrounds and development. Then we review and analyze the developing agribusiness models at macro and micro levels. Based on those analyses, we propose promising directions for future studies and agribusiness practices.

Agribusiness organizations have gained an understanding of the need to promote environmentally friendly actions for the present and the future. Green accounting (GA) or environmental accounting is a new branch of accounting that attempts to factor costs related to the environment into the financial results of various operations. The concept of intellectual capital (IC) describes all the resources or capital that determines an organization’s value and competitiveness. The implementation of GA principles in an agribusiness organization is a cross-disciplinary work that entails sustainability, accounting, and other fields of research. Thus, competent farmers (human capital), good relationships with stakeholders (relational capital), structural changes (organizational capital), and innovativeness (innovation capital) all of which are concepts of IC are needed for the implementation of environmental sustainability policies and procedures within an organization. This conceptual paper explores key success factors for the GA from the IC perspective. We proposed that, for different reasons and logic, the human, customer, organizational, innovation, and process capitals all play roles as key success factors for good implementation of GA in agribusiness.