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This chapter seeks to provide an overview of the role that culture plays in the effective governance and sustainability of an entrepreneurial ecosystem (EE). In particular, the authors draw upon their own experience at “Marina de Empresas” (MdE), an EE located in Valencia (Spain). MdE is an emerging and exciting EE that provides a unique context. Within the same complex, an entrepreneurial university, an incubator and accelerator (Lanzadera), and an entrepreneurial financing company (Angels) are all co-located. Thus, in one locality, the complete cycle of entrepreneurship is covered. Through an embedded case study methodology and using semi-structured interviews carried out with multiple key stakeholder’s insights are generated into the distinctive culture that the ecosystem holds. In so doing, the impact of entrepreneurial values, entrepreneurial spaces, and entrepreneurial practices, are considered in relation to how they can influence ecosystem functioning. The aim is to provide comprehension toward the transcending value that culture emits across an entrepreneurial community. The findings are relevant to entrepreneurs, incubators, accelerators, and the policy makers.

The purpose of this paper is to summarise key concepts within clinical governance by reference to literature, and to present the topic of statutory clinical governance inspections of hospitals.

Conceptual paper in form of extended editorial; rapid, non-systematic review of basic clinical governance literature from UK, Republic of Ireland and Australia.

The Mid-Staffordshire Hospitals report (Francis, 2013) is evidence that, more than 15 years after its inception, clinical governance in the UK has not yet fulfilled its mission. This report has stimulated the subjection of all NHS provider institutions to a statutory inspection regime. Two different yet complementary, authoritative perspectives on clinical governance are identified and discussed. Whilst the inspection regimes methodology is under review, the object of inspection is not. The object of inspection could usefully be broadened to bring the arms length planning and funding bodies associated with provision under closer scrutiny for their obligation to engage constructively and collaboratively with providers in difficulty.

A more extensive, systematic study of international literature will provide a foundation for international comparison studies which will enable participants in clinical governance to learn from each other.

The information contained in this brief review will assist practices of governance inspection and local self-governance.

Other studies (e.g. Brennan and Flynn 2013) have garnered definitions of clinical governance from other health systems, which tend to emphasise accountability as the key concept. Inspired by Halligan (2006), the present contribution stresses leadership and empowerment alongside accountability (in the sense of enabling “every clinical team to put quality at the heart of their moment-to moment care of patients”. It implies that accountability to “create an environment in which excellence in clinical care will flourish” should lie not only with individual clinical departments and healthcare provider institutions but also with funding and planning bodies such as the Clinical Commissioning Groups, recently introduced in the UK. The latter are not subject to the same inspection regime as providers but could usefully be made more accountable to engage constructively and collaboratively with providers in difficulty (Colin-Thomé, 2013).

Rule 382 of the New York Stock Exchange for many years has governed the relationship between clearing and introducing brokers with a focus on responsibility to the client. This article surveys the subtle and not so subtle changes impacting these relationships, with a view toward future trends.

The aim of this paper is to set out the role of clinical governance within the new commissioning framework. It starts by considering the historical development of clinical governance and lays out ideas for the new arrangements around the concept of the primary care home and concludes with challenging questions for the future.

The paper draws on the author's role and experience as a senior policy maker in the UK Department of Health.

If we are to fulfil the defined attributes of clinical governance the NHS needs to adopt a more reflective self‐auditing leadership culture. Whether that supposition is accepted or not, a set of questions arises. Why, given for instance the gross failures of care for the frail elderly, have the principles of clinical governance not been systematically embedded? Why, given the NHS can no longer be described as poorly resourced, are clinical outcomes for many conditions lagging behind equivalent international healthcare systems? Why have the improved access and clinical outcomes of recent years been dependent on political rather than NHS leadership? And why in our publicly funded NHS is there frequently a culture of regarding patients as grateful supplicants rather than true partners to whom we should account? Clinical governance for personal, population and system care. Does this represent a coming of age?

This article provides a contribution to the emerging policy debate around clinical governance in the new commissioned NHS, rooted in experience from both the clinical front line and the heart of national health policy making.

Program budgeting and marginal analysis (PBMA) is a priority setting approach that assists decision makers with allocating resources. Previous PBMA work establishes its efficacy and indicates that contextual factors complicate priority setting, which can hamper PBMA effectiveness. The purpose of this paper is to gain qualitative insight into PBMA effectiveness.

A Canadian case study of PBMA implementation. Data consist of decision-maker interviews pre (n=20), post year-1 (n=12) and post year-2 (n=9) of PBMA to examine perceptions of baseline priority setting practice vis-à-vis desired practice, and perceptions of PBMA usability and acceptability.

Fit emerged as a key theme in determining PBMA effectiveness. Fit herein refers to being of suitable quality and form to meet the intended purposes and needs of the end-users, and includes desirability, acceptability, and usability dimensions. Results confirm decision-maker desire for rational approaches like PBMA. However, most participants indicated that the timing of the exercise and the form in which PBMA was applied were not well-suited for this case study. Participant acceptance of and buy-in to PBMA changed during the study: a leadership change, limited organizational commitment, and concerns with organizational capacity were key barriers to PBMA adoption and thereby effectiveness.

These findings suggest that a potential way-forward includes adding a contextual readiness/capacity assessment stage to PBMA, recognizing organizational complexity, and considering incremental adoption of PBMA’s approach.

These insights help us to better understand and work with priority setting conditions to advance evidence-informed decision making.

In a world where we recognize entrepreneurial means, ends and values in terms of geographies of meaning, this book explores the phenomenon of Entrepreneurial Place Leadership. This book identifies that a place-led perspective of entrepreneurial development is becoming increasingly important, given narratives around entrepreneurial ecosystems, spatial and temporal contexts, and the active design of entrepreneurial institutions. This introductory chapter outlines the rationale for the book, explores the entrepreneurial landscape and then highlights the chapter contributions. It concludes by drawing together policy and practice recommendations and suggesting directions for future research.

Despite the rising interest in eco-innovation, few studies have examined how open innovation (OI) actually increases eco-innovation performance. Drawing on capabilities theory, this study aims to investigate how two specific organizational capabilities (alliance management capability and absorptive capacity) individually complement OI strategies (inbound and outbound) to increase eco-innovation performance, while taking into consideration high and low levels of environmental uncertainty.

To test the hypotheses, the authors used a primary survey and secondary proxy data sources from 232 Taiwan-based manufacturing firms. The authors collected survey data for measuring OI strategies, followed by secondary proxy data for measuring alliance management capability, absorptive capacity, environmental uncertainty and eco-innovation performance.

The results indicate that in highly dynamic environments, alliance management capability complements inbound/outbound strategies to increase eco-innovation performance. However, absorptive capacity complements only inbound strategies, not outbound strategies.

These findings have important implications for managers attempting to increase eco-innovation performance by using OI in dynamic environments.

The findings provide new evidence that configurations of OI alone are not enough for increasing eco-innovation performance. Instead, firms’ eco-innovation benefits more when OI are complemented by alliance management capability.

This study makes an original contribution to the eco-innovation literature by demonstrating how organizational capabilities complement OI to increase eco-innovation performance in dynamic environments.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this paper is to enable busy clinicians to review the contents of the journal quickly. They can then choose which articles have the most relevance for them and focus on these.

The paper provides a brief synopsis of the main content of the journal prepared by the review editor.

Changes to healthcare commissioning and delivery will have long‐term consequences for the way in which the NHS functions.

It is important that all NHS staff have a clear understanding of recent and proposed changes so that they can participate in dialogue about the implications for their roles.

The review editor has no affiliation with any of the authors and no financial or other interest in commissioning and therefore is able to provide an independent overview of the journal contents.