During the next 15 years, 40 million jobs need to be created each year in order to keep pace with population growth and foster greater participation of small and medium‐sized enterprises (SMEs) in a globally integrated economy. Our paper proposes a new theory that integrates the sustainable use of natural resources, better use of produced capital, and further investment in human capital. Our new theory, Humane Entrepreneurship (HumEnt), encompasses three key research domains: Entrepreneurship, Leadership, and Human Resource Management. The HumEnt theory presents a new perspective on how to create 40 million quality jobs each year and helps address global challenges.

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The focus of this study is on how online brand communities are utilised throughout the new product development (NPD) process by promoting communications between firms and communities. We investigate leading MP3 player manufacturers and mobile phone handset manufacturers in Korea. The results of our case studies show that the roles of online brand communities vary along the NPD stages — from trendsetters (lead users) to innovation facilitators (users as innovators), and information disseminators (early adopters). These communities can help firms gain insight into customer needs, desirable characteristics of new products and trends for future development. Furthermore, various inputs from online brand communities can stimulate firms' internal communication among several departments involved in the NPD. Finally, this study suggests the extended research model and generates hypotheses on the roles and impacts of online brand communities.

This paper presents a conceptual model as a new framework of the technology development processes in LDCs based on global perspective. The proposed model consists of three development stages such as initiation, internalization, and generation, as well as some propositions related to the levels of transferred technology, technology acquisition modes, technology elements mastered, and major contributors of technology development in each development stage. The model explains several dynamic changes in LDC's development processes with global perspectives focussing on the DC‐LDC linkages. In addition to formal channels, this model also deals with non‐formal channels, including imitation, which are unduly neglected in the literature, equally important as methods of technology acquisition. Moreover, the proposed model analyzes the technology development processes from several different standpoints and embraces multi‐level units of analysis such as country, industry, firm, and unit technology. Because the proposed model explains the observable phenomena only and is a conceptual model to be tested, further theoretical studies are needed to explain the underlying principles of technology development in LDCs such as the technology learning theory. In addition, further empirical studies to test the global perspective model in various situations are needed.