The term “social entrepreneurship” is being adopted and used more extensively, but its meaning is not widely understood. In particular, the scope of social entrepreneurship in both business and the voluntary sector has not been mapped effectively. This paper seeks to do this. It begins by...

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...

Considers aspects of change in large retail organizations. Debates the apparent dilemma posed, on the one hand, by the opportunities for using information technology to improve efficiency and centralize decision making, and, on the other hand, the case being argued by a umber of management...

Purpose – The purpose of this paper is to discuss social enterprises, social entrepreneurship and social entrepreneurs. The paper draws on published work to flag key issues and discussion points that affect the clarity of the understanding. It aims to provide some greater insight and help both...

People who start new businesses vary in the degree of entrepreneurial talent and temperament they possess. The same is true of strategic leaders and intrapreneurs inside large organisations, where entrepreneurial people are required to champion the change agenda in dynamic and turbulent...

Creativity underpins innovation; innovation underpins enterprise. In the business world it is enterprises, not ideas or products on their own, that make money. Much attention is given to new product development and to processes of innovation. Indeed, there are increasingly popular techniques to...

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...

Looking at organizational decision and choices in the 1990s, it is tempting to conclude that we live in an era of focus and downsizing. The time of the conglomerate has passed. Downsizing can always be justified to improve efficiency, but only if it is really rightsizing to prepare a strong base...