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This paper examines the influence of perceived university and institutional support on business start-up intentions using empirical data collected from 391 technical graduates in Tanzania. Specifically, the paper examines the influence of perceived educational, concept, and business development support on business start-up intentions and the mediating effect of institutional support on the hypothesized relationships. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to examine the influence of perceived university support on business start-up intentions and the mediating effect of institutional support on the hypothesized relationships. The findings indicate that concept development and institutional support significantly influenced business start-up intentions. However, institutional support partially mediated the influence of perceived university support on business start-up intentions through concept development support but fully mediated through educational and business development support. Conclusively, institutional support matters a lot if colleges and universities are to properly groom and orient graduates towards business start-ups. Technical colleges and universities should employ experiential pedagogical methods while designing tailor-made business development services to equip graduates with know-how and hands-on skills to enhance their potential to venture into business start-ups. [ABSTRACT FROM AUTHOR]

Business ecosystems do not occur naturally, it needs an orchestrator to align and govern actors to cocreate value and appropriate value. This qualitative action research analyzed the structure and governance of the beekeeping industry in Tanzania. The transaction-based market relations should be changed to a collaborative model by aligning value chain actors in the beekeeping industry through the honey collection centre. Also, the value should be appropriated and shared among participating firms in a fairly and truthful way. The orchestrator should make sure that beekeepers join and stay in the ecosystem. Policymakers, researchers, and organization should adopt the ecosystem-as-structure approach to build and govern a commercial beekeeping ecosystem. [ABSTRACT FROM AUTHOR]

The 21st century business environment is very dynamic, competitive and complex due to unpredictable changing consumer behaviour, savvy customers, globalization and the impact of technology in general. Organization managers are struggling to think and rethink of the best competitive marketing strategies that can help them to survive in the game. One of the strategies effectively utilized is branding. Organizations are struggling to build appealing, and strong brands that can help to outlive in the game and make profit. Considering that, different strategies employed by managers to invest in building strong brand equity have been promoted in literature; conceptualization of the power of internal branding in building strong brand equity is not clearly established. Therefore, this paper aims at conceptualizing internal branding as an important instrument or strategy that can help an organization to build and sustain brand equity. [ABSTRACT FROM AUTHOR]

How can firms with limited scope and scale compete to create value and appropriate value beyond their existing business? Firms in the beekeeping industry in Tanzania, beekeepers, in particular, have failed to create sufficient value and appropriate a sizable value as they have limited financial resources to invest. The business ecosystem approach indicates that firms can jointly create value that can capture sizable value through the ecosystem's resources. In the beekeeping industry, the ecosystem should be structured around the honey collection center and its efficiency depends on productivity, lock-in, channel management, complementarity, and the position and activities of actors. Firms' ability to successfully create value and capture value depends on the ability to team up with partners with complementary assets and skills in an industry architecture. Value creation and value appropriation cannot materialize if partners are not committed and willing to work together on long term bases. [ABSTRACT FROM AUTHOR]