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In this study, we build on the foundational observations of Selznick and Stinchcombe that organizations bear the lasting imprint of their founding context and explore how characteristics shaped during founding are coherently carried forward through time. To do so, we draw on an ethnography of a social venture where the entrepreneurs left soon after founding. In examining how an initial organizational imprint evolves beyond a venture's founding phase, we focus on the actions and interactions of organizational members, the founders' imprint, the venture's new leadership, and the external environment. The process model we develop shows how the organizational imprint evolves as a consequence of the interplay between top-down and bottom-up forces. We first find that the initial imprint is transmitted through a bottom-up mechanism of imprint reinforcement, and second, that the venture is reimprinted after the founding period through two processes which we call imprint reforming and imprint coupling. The result of this is the formation of a sedimented imprint. Our findings further illuminate that, although the initial imprint sticks, its function and manifestation changes over time.

We contrast life-cycle and path-dependent views of entrepreneurial firms by examining the evolution of top management teams. We show how initial conditions constrain subsequent outcomes by demonstrating that the founding team's prior functional experiences and initial organizational functional structures predict subsequent top manager backgrounds and later functional structures. We find that narrowly experienced teams have trouble adding functional expertise not already embodied in the team. We also find that firms beginning with a limited range of functional positions are less likely to develop complete functional structures. Importantly, we do not find functional structure and functional experience to be interchangeable. We find that firms beginning with more complete functional structures are likely to go public faster, and firms beginning with broadly experienced team members obtain venture capital more quickly regardless of the experience and structural composition of the top management team in place at the time of these outcomes. Further, broadly experienced founding teams that build an early team with a full complement of functional positions achieve important milestones faster than firms that start with neither experience nor structure. This suggests that creating positions as "placeholders" in new ventures, where positions are created and filled with the intent of bringing individuals with more relevant experience onboard later, is not obviously a path by which to succeed. By examining the origins of top management team experience and functional structures, we illustrate the lasting imprint of founders on top management team composition and firm outcomes.

The Founding of the American Republic is on trial. Critics say it was a poison pill with a time-release formula; we are its victims. Its principles are responsible for the country's moral and social disintegration because they were based on the Enlightenment falsehood of radical individual autonomy. In this well-researched book, Robert Reilly declares: not guilty. To prove his case, he traces the lineage of the ideas that made the United States, and its ordered liberty, possible. These concepts were extraordinary when they first burst upon the ancient world: the Judaic oneness of God, who creates ex nihilo and imprints his image on man; the Greek rational order of the world based upon the Reason behind it; and the Christian arrival of that Reason (Logos) incarnate in Christ. These may seem a long way from the American Founding, but Reilly argues that they are, in fact, its bedrock

The imprinting perspective suggests that the decisions made early in the life of a firm may have lasting impact on its ability to move in a strategic direction. Utilizing this perspective, we examine whether the initial strategic resources (human, financial, and technological) imprint ventures in regard to the existence of an exit sale strategy and with variations in three common exit sales strategies, namely, (a) sale of the firm's share to the public market (initial public offering [IPO]), (b) sale to another firm (strategic acquisition), and (c) sale of the firm to another individual (private sale). Our results indicate that technological resources are related to the presence of an intended exit sale strategy. Furthermore, human, financial, and technological resources differentially impact the three sales strategies, and firm size moderates the imprinting effects of resources on exit outcomes differentially depending on the type of resource and exit strategy being considered. This work contributes to our limited understanding of exit sales strategies and demonstrates that different initial resources affect whether the firm has an exit sales strategy and imprint variations in the type of exit sale considered in unique ways. Furthermore, the article advances our understanding of the impact of size on exit sales strategies. Finally, this research adds to the imprinting literature by demonstrating (as many have proposed) that the start-up period is a sensitive period that imprints the firm with enduring consequences and outcomes.

The essays in this volume offer global perspectives on crucial contemporary issues such as economic development, the persistence of customary law, "offshore" jurisdictions, family law and succession, land tenure, the forging of national constitutions, human rights violations, and the treatment of ethnic minorities. They portray the laws of Asian and African countries as equal manifestations of legal culture in a shrinking world. Rendering Asian and African legal systems and traditions in an accessible form to a non-Asian and non-African audience, this volume will sharpen the sensitivity of academics and practitioners everywhere. A special classroom adoption price is available. Published under the Transnational Publishers imprint

"This beautifully written book tells the haunting saga of a quintessentially American family. It is the story of Shoe Boots, a famed Cherokee warrior and successful farmer, and Doll, an African slave he acquired in the late 1790s. Over the next thirty years, Shoe Boots and Doll lived together as master and slave and also as lifelong partners who, with their children and grandchildren, experienced key events in American history--including slavery, the Creek War, the founding of the Cherokee Nation and subsequent removal of Native Americans along the Trail of Tears, and the Civil War. This is the gripping story of their lives, in slavery and in freedom"--Provided by publisher

Vol. 2 has imprint: Printed for the author, by J. Nichols, and sold by Messrs. White ., T. Payne ., Robson and Faulder ., and Hooper and Flexney . ; Errata: final leaf at end of vol. 2. ; Signatures: pi1 a⁴ b² B-2G⁴ 2H1 chi² 2I-3Z⁴ 4A⁶. ; Paged and signed continuously. ; Includes bibliographical references. ; ESTC (RLIN) ; Mode of access: Internet. ; Binding: old marbled paper-covered boards; leather spines and corners; binding signed by V.A. Brown, Hildenborough, Kent.

First published in 1889, this essay provides personal accounts of Judge Thomas Neill relating to the development of the College and the city of Pullman from its founding in 1876. This narrative details the story of the initial beginnings of the State College in Washington in Pullman, WA. This includes the development of the Northern Pacific Railroad Company in Pullman and the reasons for establishing the college in Pullman. Here the judge reveals political intrigue, cronyism, and a number of other common elements to late 19th century politics. He details the activities and convincing of the Locating Commissions and the eventual decision to locate the college in Washington.

86 p. ; 20 cm. ; Outlining "a purely fictitious institution" to show the kind of college William Smith thought suitable for a new country. The concept informed the founding of the University of Pennsylvania. Cf. Wood, G.B. Early hist. of the Univ. of Penn. (1896). ; Signed on p. 81: W. Smith. ; Parentheses substituted for square brackets in imprint transcription. ; Errata statement, p. [3].

This study questions the universal effect of organizational imprinting and argues that the relevance of the imprint differs across organizations' administrative levels. Specifically, this study analyses how institutional founding conditions affect the adoption of diversity management, as a method of responding to increasing institutional pressure to conform to a logic of inclusion and equality in institutions of higher education. Focusing on 112 universities in Germany, results show that the imprint does not affect the adoption of diversity management in general but does so at higher administrative levels. Through a discussion of these findings, this study contributes to a more comprehensive understanding of how imprinting affects organizations. Further, it contributes to a better understanding of factors that influence the diffusion of diversity management in universities.

Freedom of speech, freedom of religion, and freedom of the press are three of the core American values outlined in the Constitution. Constitutional Rightsexplains these and other rights contained in one of America's key founding documents. Clear text, helpful sidebars, and color photographs give readers a compelling overview of this important subject. Features include fast facts, a table of contents, a glossary, additional resources, and an index. Aligned to Common Core Standards and correlated to state standards. Core Library is an imprint of Abdo Publishing, a division of ABDO

[18], 35, [1] p. ; Running title reads: Further obseruations of the English Spanish pilgrime, &c. ; A variant of the edition with imprint giving Robert Allot as publisher. ; Reproduction of the original in the Henry E. Huntington Library and Art Gallery.

AbstractMachiavelli's influence on David Hume's political thought is a subject of growing scholarly attention. I analyze Hume's "Of Parties in General" to show that the introduction to this essay is a critical appropriation of Machiavelli'sDiscourses on Livy. I argue that Hume's appropriation of Machiavelli provides a meaningful frame to an essay in which Hume will consciously build upon one of Machiavelli's most controversial teachings, that good political founding is hampered by the effects of Christianity on political thinking. My analysis contributes to our understanding of Machiavelli's influence on Hume by showing Machiavelli's imprint much beyond where it is usually the subject of debate, in Hume's political science.

Recent years have seen a remarkable renewal of interest in the thought of Benjamin Constant (1767–1830). For long recognized as the author of the literary masterpiece Adolphe, Constant is now receiving increasing attention for his political writings. Paperback editions of his major works are presently available in both French and English, helping to establish his growing reputation as a founding father of modern liberalism. Constant's stature as a seminal liberal thinker has benefited from the recent climate of opinion in the Western world and, in particular, from the return to fashion of liberalism as a social and political doctrine. Paradoxically, however, this political climate has also led to some problems, since presentist concerns have left an undeniable imprint on the image we have of Constant.