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To innovatively address challenges faced by corporate entrepreneurship (CE) in this modern age of globalization and digitalization, this chapter takes a fresh look at questions of learning and leadership from the perspective of organization development (OD), a field that has long studied questions of planned and emergent change. This alternate perspective adds to our knowledge and understanding of the role of individuals and teams in CE and presents opportunities to integrate learning and leadership. In particular, the OD literature provides us with multilevel measurement methods and tools to better analyze the employee and team level-of-analysis. As a result, these insights should enable us to better explain the interaction between CE strategic orientation and the performance of corporate venturing employees and teams, as well as the progress of organizational strategic renewal and market (re)creation efforts.

This paper aims to review a theoretical perspective on how emotion regulation and self‐leadership can help move the experience of failure toward recovery.

The paper offers conceptual ideas around how to use emotions to cope with failure in an accessible form.

The paper suggest that you should think about what you might say if asked to pinpoint the last time you failed. Yesterday when you broke your gym regime again? Back in fifth grade when you flunked your math test? This morning when you underperformed in a meeting? Every day, every year or never at all, your opinion on your own failures is telling. What exactly constitutes a failure? And, more importantly, how do you respond to it? IT may be that any sense of having failed overcomes you with guilt and shame for a considerable period of time. Perhaps you are still depressed and holding yourself back because of a failure some time ago. Or maybe you just know how to get over it and move on.

The paper suggests further research into new and growing areas of study, and offers action points for managers and individuals in business.

The paper adds to recent research in the field of emotional intelligence, and suggests how these concepts can have practical implications for the workplace.

The purpose of this paper is to develop a theoretical perspective on how emotion regulation and self‐leadership can help move the experience of personal failure toward recovery.

Using an integrative model, the authors discuss options that managers can take to decrease the effects of failure and move quickly into recovery.

Using the context of failure, the authors suggest that emotion regulation and self‐leadership can work together to help those who have experienced failure move toward recovery and do so more quickly and easily than those who do not engage in theses activities.

This paper provides helpful steps to individuals who have experienced failure, as well as to managers who may be in a position to help their employees cope with failure. The paper proposes a recovery path for times when failure occurs.

This paper adds to the growing literatures of both self‐leadership and emotion regulation, bringing them together to inform those who have failed with ways toward recovery. The paper proposes that emotion regulation can complement self‐leadership to enhance the process of recovery from failure. It also extends the self‐leadership literature by integrating the concept of “natural reward” into the principal areas of cognitive self‐leadership and behavioural self‐leadership.

This chapter explores how resilience in the face of difficult and crisis-ridden circumstances influences innovation. By examining Qantas and the critical role played by the CEO and Managing Director Alan Joyce, we discuss how innovation leadership amid a crisis requires resilience with a balanced approach. With a lens of self-level innovation leadership, we showcase Alan Joyce’s resilience and how that flowed onto his team and the organisation to action required changes in a creative and novel way to revitalise. The chapter contributes to the literature by further detailing about how resilience from a business leadership perspective influences the organisation’s ability to encourage innovation in a difficult and crisis-ridden environment. We believe that the lessons learned from the Qantas case can inspire companies and industries that face similar challenges to understand what it means to demonstrate resilience as a leader.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

This study unpacks how organizational members construct a collective entrepreneurial identity within an organization and attempt to instill entrepreneurial features in the organization's existing identity.

The study draws on the cases of two venturing units, perceived as entrepreneurial groups within their respective parent companies. Semi-structured interviews and secondary data were collected and analyzed inductively and abductively.

The data revealed that organizational members co-constructed a “corporate entrepreneur” role identity to form a collective shared belief and communities of practice around what it meant to act as an entrepreneurial group within their local corporate context and how it differentiated them from others. Members also clustered around the emergent collective entrepreneurial identity through sensegiving efforts to instill entrepreneurial features in the organization's identity, despite the tensions this caused.

Previous studies in corporate entrepreneurship have theorized on the top-down dynamics instilling entrepreneurial features in an organization's identity, but have neglected the role of bottom-up dynamics. This study reveals two bottom-up dynamics that involve organizational members' agentic role in co-constructing and clustering around a collective entrepreneurial identity. This study contributes to the middle-management literature, uncovering champions' identity work in constructing a “corporate entrepreneur” role identity, with implications for followers' engagement in constructing a collective entrepreneurial identity. This study also contributes to the organizational identity literature, showing how tensions around the entrepreneurial group's distinctiveness may hinder the process of instilling entrepreneurial features in an organization's identity.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

Explores the extent of employee surveillance in the western world and queries why the USA uses surveillance measures to a greater extent than other developed nations. Suggests that American managers choose surveillance methods which include the control of workers’ bodies in the production process. Lists the batteries of tests and monitoring to which US employees can now be subjected – including searching employee computer files, voice/e‐mail, monitoring telephone calls, drug tests, alcohol tests, criminal record checks, lie detector and handwriting tests. Notes also the companies which are opposed to worker and consumer privacy rights. Pinpoints the use of surveillance as a means to ensure that employees do not withold production. Reports that employees dislike monitoring and that it may adversely affect their performance and productivity. Argues that Americans like to address complex social problems with technological means, there are no data protection laws in the USA, and that these two factors, combined with the “employment‐at‐will” doctrine, have all contributed to make it possible (and easy) for employers to use technological surveillance of their workforce. Outlines some of the ways employers insist on the purification of workers’ bodies.