Companies need to rethink their innovation strategies in an increasingly disruptive business environment. The long-term success of large established companies depends not only on their ability to leverage their current capabilities and improve efficiency but also on taking risks and exploring unknown areas. To meet this challenge, established companies are increasingly relying on corporate incubators to fuel innovation and growth with entrepreneurial mindset. Drawing on Zollo and Winter's (Organization Science_13:339-351, 2002) deliberate learning model in conjunction with Christensen's [Christensen, C.M., Anthony S.D., and Roth E.A, Seeing What's Next? Using the Theories of Innovation to Predict Industry Change, 2004] resource-processes-values (RPV) theory, this paper attempts to answer the question "how can the entrepreneurial mindset fostered in corporate incubators drive the innovation capabilities in parent companies?" The study of four corporate incubators set up by companies from different industries reveals several factors that enable the entrepreneurial spirit fostered by corporate incubators to boost the innovation capability in their parent companies. These factors comprise the recruitment of employees with entrepreneurial potential, investments in knowledge articulation and codification, and a leadership that legitimizes the incubator as a means for the company to develop new ideas and provide support to entrepreneurs inside the organization.

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This research examines the effect of pharmaceutical companies' (PCs') corporate reputation on drug prescribing intents. The aim is to determine the extent to which the PCs' corporate reputation influences general practitioners' (GPs') drug prescribing intents. This research is based on quantitative analysis using structural equation modelling (SEM) on data collected from a sample of 177 Romanian GPs. The PCs' corporate reputation contributes to build and maintain trust in their products, which in turn influences the GPs' prescribing intents. PCs need to acknowledge that corporate reputation is a multi-dimensional construct and should focus their efforts accordingly. Indeed, our study shows that GPs' favourable perception of the PCs' medical representatives (MRs) has a strong impact on their drug prescribing intents. An investment in corporate social responsibility (CSR) would, therefore, be conducive to increasing a PCs' corporate reputation capital. We constructed and tested a conceptual model to explain GPs' prescribing intents by highlighting the influential relationships between different non-pharmaceutical variables. Our conceptual model integrates marketing concepts, such as consumer behaviour, the drug prescribing intention of GPs, as well as specific public relations concepts, corporate reputation, and corporate social responsibility.

T ourism is an important industry in terms of its direct and indirect contributions to GDP. This sector generated 9.8% of global GDP (World Travel and Tourism Council, 2016). With its growth of 2.8%, it has outpaced that of the global economy (2.3%) since 2010. Its economic development, significant social benefits and spillover effects has been highlighted by several authors (Chou, 2013; Kokkranikal and Morrison, 2011; Proenca and Soukiazis, 2008). In this sector, SMEs are the most common type of businesses (King, Breen and Whitelaw, 2014), but research on tourism SMEs (T-SMEs) is limited (Morrison, Carlsen, and Weber, 2010; Thomas, Shaw, and Page, 2011), and this is especially true for T-SME owner-managers in Canada (Getz, Carlsen, and Morrison, 2004). Tourism activities play an important role in the Canadian economy (Bédard-Maltais, 2015), account for approximately 9% of overall GDP and provide over 1.6 million (9.1%) of jobs in Canada (Statistics Canada, 2012). Currently, 99.9% of Canadian tourism businesses are SMEs, 98% of these have fewer than 100 employees (Bédard-Maltais, 2015). Quebec accounts for 25% of the T-SMEs. That said, there is still no common definition among federal and provincial agencies for a T-SME (Canadian Tourism Council, 2014). Even in the literature, there is a debate about the definitions of the T-SME (Morrison, Rimmington and Williams, 1999; Thomas et al., 2011). In this research, we use Pierce's (2011, p. 2) definition, i.e., an SME is "a business with fewer than 500 employees and less than $50 million in annual revenues." Tourism SMEs are businesses that meet above SME criteria and operate in the tourism industry (Accommodation, Transportation, Travel Services, Food and Beverage Services, Recreation and Entertainment)". SMEs' characteristics include the centralization of management decisions, a low level of labor specialization, and having an informal, implicit, even intuitive, short-term strategy (Julien, 1994 and 1998, Torrès, 2004a). T-SMEs are particularly influenced by the

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