Inter‐firm cooperation has been considered an important strategy for SMEs to overcome competitive difficulties. Despite the relevance of this strategy there are no studies that jointly consider how entrepreneurs' characteristics, organizational factors, and institutional features influence SMEs to establish cooperative agreements. In order to bridge this gap, we analyze what factors at these three levels explain inter‐firm cooperation and whether formal and informal inter‐firm agreements are explained by different factors. Our research is based on a survey of 1,587 Spanish SMEs and the results show that individual, organizational, and institutional factors contribute to jointly shape the decisions concerning inter‐firm cooperation.

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The present research analyzes the way in which gender-role orientation (GRO) and perceived entrepreneurial culture affect the advancement of women through the different stages in the entrepreneurial process. To do so, a sample of 1195 Spanish women is studied using Bem’s Sex Role Inventory to identify their GRO and a perceived regional culture (PRC) scale. The results confirm that women with a masculine or androgynous orientation are more likely to develop entrepreneurial careers. Besides, for masculine GRO women, the perception of a supportive entrepreneurial culture in their region fosters their advancement in entrepreneurship. In contrast, the effect of perceived culture is negative for women with an androgynous GRO. These results contribute to advance knowledge on the entrepreneurial process for women. Based on our results, the debate about women entrepreneurship should be expanded to fully acknowledge the relevance of GRO.

This introductory chapter presents an overview of tourism management theory and the five general areas of tourism management, namely, scanning and sense making, planning, implementing, evaluating, and administering.

Property markets are considered efficient when the market price of a transacted property equates with its market worth. If this condition holds then identical properties should sell or let for the same price. However, properties are heterogeneous, and information and operational constraints exist. Consequently, events in the transaction process and factors like time on the market, buyer and seller psychology and agent behaviour influence property prices, whereas in a perfectly efficient market they would have no impact. This gives rise to similar units selling for different prices. This paper examines the relationships between commercial property prices and time on the market for property. Tests fail to find evidence of a direct relationship between time on the market and transacted rents, time on the market and asking rents, and asking rents with transacted rents. The reason for the insignificant results could be because landlords would rather offer potential tenants non‐price incentives such as rent‐free periods, rent break clauses, shorter leases or fitting‐out costs to achieve a faster let than discount the agreed contractual rent. A more detailed examination of the physical, location and market conditions that determine the expected time on the market for a property to let is undertaken. Results suggest that the state of the property market is an important influence on the time it takes to let a property, and concurs with the evidence found in housing studies. With the support of our empirical findings and evidence from the housing market, we conclude that including measures of non‐price incentives, landlords’ motivation, tenants’ characteristics, and search costs in our model may explain the relationship more fully.