Draws together a number of themes from mainstream strategy literature and synthesizes them into a new model of the comprehensively competent organization. Argues that it is a key role of the strategic leader to ensure that his/her organization possesses a wide range of generic competences (to an...

Reinforces the argument that strategic and competitive success demands competence at three levels: content, change and learning. Notes that to achieve this, organizations must draw on a range of generic competences and develop an appropriate mix and measure, and that if they can achieve this...

Entrepreneurship enablers are the 'people behind the people' who create and build businesses and social enterprises and thus help bring about economic and social regeneration. Entrepreneurship enablers are really entrepreneurs, but their 'product' is the businesses and other initiatives that...

Hornby, the company that systematically gave the world Meccano, Hornby Dublo electric trains, Dinky Toys and Scalextric, remains an independent British company a century after it was started by entrepreneur Frank Hornby in Liverpool. This is something of a rarity in the UK toy industry, which...

The passenger cruise market is one of the fastest growing sectors in the international tourist industry. In the 1990s it is characterised by new 'megaliners' which can carry over two and a half thousand passengers in luxurious accommodation. The market has expanded with new passengers, new...

Contends that the E-V-R (environment-values-resources) congruence model provides an ideal framework for examining what entrepreneurs and entrepreneurial managers must achieve strategically in order to create and sustain organisational effectiveness and success. E-V-R shows how the environment is...

Abstract: Purpose – The purpose of this paper is to provide greater and deeper insight into the entrepreneur-enabling “big picture”, explore issues in matching suitable enablers with would-be entrepreneurs, and consider policy implications in the light of government priorities....

Proposes that, in the chaotic organizational environments of the 1990s, managers must be able to design winning competitive paradigms and then change these continuously and sometimes discontinuously if their organization is at least to stay crisis-averse and ideally grow and prosper. Indicates...