Найти книгу: "How to Talk to Anyone In Any Situation: Unlock the Secrets of Effective Communication"

With the ever so changing technological advancements that our society is blessed to have at this moment, many people have disregarded the importance of social contact and communication. After the use of emailing, social networking, and texting have come into play, the need for handwritten letters have decreased as well as the need for social interaction. <br><br>Many people nowadays have trouble speaking to one another during face-to-face conversations; however, their conversations are perfectly fine once they&#39;ve sat themselves down in front of a monitor. Unfortunately, a genuine conversation is hard to find and hard to create. What&#39;s worse is the fact that many people are rather shy and do not dare to approach one another for a simple conversation. <br><br>Yet, communication still ends up as being the number one necessity for success in life. So what do you do when you cannot bring yourself to initiate a conversation with another individual? The answer is only one step and a word away.

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.