NEW ENTREPRENEURIAL COURSE AIMS TO ADVANCE INCLUSIVITY
SCHOOL: Technological University Dublin COUNTRY: Ireland
Technological University Dublin (TU Dublin) has announced a new course aimed at people who want to start their own business but also have a disability. Thanks to a partnership with Allied Irish Banks (AIB), the course is free for all successful applicants. Anyone who self-identifies as having a disability and wishes to start their first business is eligible to apply. The course kicks o in September and will last for 12 weeks, during which time participants will cover 12 key business issues including idea evaluation; presenting a business plan; test-marketing an idea; understanding legal matters; balancing business and personal wellbeing; and the distinctive challenges that people with disabilities may face when becoming self-employed. To help bring the course to life, TU Dublin will draw on a range of guest speakers to share their expertise. The course will also allow participants to use an online business simulation and entrepreneurship teaching tool called SimVenture Validate that will allow the participants to develop their ideas week on week. O ered at level six of the Irish National Framework of Qualifications (NFQ), successful participants will be awarded five ECTS credits. They will also be full students of TU Dublin and can therefore make use of the university’s resources. In addition, each participant will be allocated a business mentor from Dublin City Council’s Local Enterprise Offices who will be available to provide support and advice on individual participants’ business ideas. The new course has been co-founded by the Open Doors Initiative, an organisation that seeks to provide greater opportunities for marginalised members of society by creating pathways to work. EB
IS A ‘CLAN CEO’ BETTER FOR BUSINESS?
SCHOOL: Durham University Business School COUNTRY: UK
New research shows that ‘clan CEOs’ are more focused on the long term, more international in their outlook and are likely to enjoy greater shareholder support. The ‘clan’ element is here defined as a kinship-based community whose origin can be traced back to a common ancestor. The research was conducted by Xinming He, professor of marketing at Durham University Business School, in collaboration with Wuhan University. The team investigated a sample of 285 publicly listed Chinese firms from 2012 to 2018 and analysed the characteristics of the CEOs at the helm. “Internationalisation is a strategy that comes with long-term benefits but also short-term risks,” explained He. “There is certainly a trade-o between the two and the decision to become more internationally focused or not often rests on the values and preferences of the CEO. Those that have a greater sense of serving their long-lasting family and believe they can look further towards the future in their positions – like clan CEOs – will take more of an international approach to their strategic decisions.” Apart from the long-term focus, clan CEOs were also found to be more likely to secure support from stakeholders, suppliers and distributors. The authors reasoned that this is due to increased trust in families within a clan. The researchers believe their findings have important implications for CEO recruitment by highlighting the importance of hiring the right leader for an organisation. If a company values long-term orientation, for example, then a clan CEO may be a better fit than appointing a leader from outside this group. However, there is no mention of the gender dynamics at play here – would a preference for a clan CEO provide fewer opportunities for emerging female leaders or more if they hailed from the right lineage? EB
12 | Ambition | JULY/AUGUST 2023
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