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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The overall survey results point to management support for corporate entrepreneurialism being related significantly to improving competitiveness. The use of rewards, recognition and opportunities for employees to determine their own activities and pursue their own agenda where appropriate are highly significant factors. Time allocated to idea generation and innovation activities appears to be less marked, however, than in previous studies elsewhere. One limitation to the findings is that it is concerned specifically with one industry; 181 operational managers provided usable responses but with all of them in manufacturing, this limits the way the findings can be generalized to other industries; at the same time, some companies who might have offered a different perspective did not give permission for the research to take place at all.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Provides strategic insights and practical thinking that can have a broader social impact.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The purpose of the paper is to highlight key issues for the social enterprise field in Bangladesh, which are not sufficiently addressed in current social enterprise debates and discourse.

The paper reviews key economic and political debates in the current social enterprise literature. It then attempts to demonstrate how these are insufficient for critical analysis of social enterprise in Bangladesh. The paper draws on field research and literature on the Grameen social enterprises to inform this argument.

The paper finds that this review of the main debates in a Bangladeshi context raises many pertinent and urgent questions about the role of social enterprise in addressing: complex market failures; the boundaries of the field in the informal and formal sectors; the conflicts caused by contending political objectives and donor/creditor expectations; and broader development issues.

The paper focuses on the economic and political factors, which differ between Western and developing world environments. It does this with the specific example of the Grameen Energy and Grameen Bank social enterprises from Bangladesh. Whilst this is sufficient to support the paper's aim, it limits the scope of the findings.

This paper highlights a gap in the literature which has had little attention in academic or practitioner fields of social enterprise.

The purpose of this paper is to examine how mapping of social enterprises has been carried out in the past, and the challenges being faced by current studies. It pays particular attention to the definitions used and how these definitions are operationalized. The challenges and future opportunities are examined, and recommendations are made for policy makers commissioning studies.

The paper draws on a range of different approaches, namely literature reviews, interviews with key informants, focus group type discussions with social enterprise support providers and researchers in different UK regions (in 2004), and focus group type discussions with policy makers in 2008.

There has been a variety of approaches with different definitions and politically‐driven interpretations of definitions, which limits the ability to compare results. A particular challenge has been in interpreting what is meant by “trading income” or “social” aims. This presents interesting political dilemmas with many studies avoiding clarity in order to be inclusive thereby reducing the rigour of their data collection and analysis.

Research at a national and regional scale is being carried out to identify the scale of the sector so public sector support resources can be justified, support can be targeted, and public sector spending can be evaluated. These approaches will need to be explicit about how they are carrying out the research, recognise the political nature of definitions and to address the challenges identified.

This paper will be used by researchers examining the impact and extent of social enterprises and policy makers commissioning such studies.

This paper presents findings of a research study carried out to review the outcomes of the Scottish Graduate Enterprise Programme (GEP). Two hundred and forty‐five graduates participated in the nine GEP business start up courses from 1983 to 1991. They came from a range of academic institutions and disciplines. At least a half have started a business at some point, we found 69 (50 per cent) of those traced were in business, almost half were female. They did not tend to come from entrepreneurial backgrounds, though most had previous work experience. They had considered a range of career options. They started up with low amounts of capital and found finance a constraint, although a range of other problems were identified. On average the businesses have shown growth in capital, turnover, profits and number of employees. They rated their business performance high on quality standards, innovation and competitiveness, though average on sales and profit performance. The Graduate Enterprise Programme helped those with sufficient motivation, to gain the ability to convert their idea into a business. We conclude with recommendations, based on the experiences of the Graduate Enterprise programme, for supporting graduates to create their own businesses.

The purpose of this paper is to address the lack of conceptualisation within the emerging field of social enterprise, the aim is to contribute to a better understanding of process effectiveness and potential.

The literature is drawn upon in providing a rationale for focusing on process, for selecting an appropriate organising framework, and for developing the typology and its key dimensions.

In proposing two polar opposite “ideal types” – one based on traditional concepts of non‐profit organisations and one that employs entrepreneurship as a strategy for achieving social aims (such as poverty and marginalisation) – the process components (activities, people and organising) and their interrelationship are explained. The dimensions of each component that facilitate or constrain entrepreneurship are conceptualised along a continuum, whereby a predisposition toward either end of the continuum forms the basis of classification. Upon assessing each process component, an overall determination of type can be made. Effectiveness – innovation in dealing with the challenges of social exclusion and marginalisation; increased self‐sufficiency and sustainability – depends upon the extent to which the process components are congruently configured to foster entrepreneurship.

With conceptualisation in its infancy, the emphasis to date has been on the similarities between social and commercial enterprises. Here, it has been focused on the key differences in process among social enterprise initiatives, thereby contributing new insights into social enterprising and its capacity for effectiveness. In explaining the impact of differing types on outcomes, practitioners and policymakers can develop more realistic expectations of what can be achieved.

This chapter is based on more than a decade of art world research in Singapore but offers a single case of a composer who has composed a work for an orchestra. This study presents the creative reputation dilemma faced by many artists who attempt to be more entrepreneurial. Most countries promote their creative economy, and that has generated a class of artist entrepreneurs or ‘artrepreneurs’. Professional artists are encouraged and challenged to be economically independent and also to make their practice more profitable. For many artrepreneurs, maintaining their creative reputation comes with emotional costs. The thick description in this chapter demonstrates how an artist negotiates with the patron in finalising a new piece of commissioned music. But they failed to close the deal. This case deviates from studies that focus on successes in the creative industries. Creativity entails experimentation and creating new things, but new things may not be well-received. Nonetheless, these ‘unsuccessful’ works are part of the art world and contribute to creating cultural value in society.

The purpose of this paper is to reflect on the past 25 years of the research on projectification, focusing especially on organisational aspects of projectification, as well as to discuss recent developments and potential future research directions.

This is a discussion paper, which draws on previously published research and data.

The first section identifies contexts in which projectification has taken place (projectification of) and the organisational process by which this has taken place (projectification through). Using an illustrative example based on publicly available data, the second section shows an extension of the organisational phenomenon, referred to as advanced organisational projectification. The paper concludes with a synthesised framework of organisational projectification.

The paper provides a personal reflection and commentary and is focused on the conceptualisation of the term rather than an all-encompassing study of projectification. Based on the discussion, the paper presents a synthesised view of organisational projectification as well as directions for future research to advance the understanding of projectification.

The study has implications for policy-makers in the design of the process of ongoing projectification and provides illustrations and a warning concerning the assumptions that are made as an organisation advances in its projectification.

This paper provides an elaboration of one of the focal concepts of project studies, extending some of the key elements of project management research.

The often‐dynamic presence of South Asians in particular economic activities has prompted ambivalent responses from policymakers. For some, there is encouragement to “break out” from ethnic niche businesses like lower‐order retailing and catering. Another ploy is to promote a strategy of “‘ethnic advantage” by exploiting “cultural” features of a particular community. Examples include the marketing of what can be termed “ethnic enclaves” like “Chinatown” in Manchester and “Little Italy” in Boston (USA). This paper reports on an initiative to exploit the tourist potential of South Asian cuisine by developing a “Balti Quarter” in Birmingham. The results highlight a number of key issues involved in operationalising this increasingly popular strategy. First, the unitarist conceptualisation of the notion of an ethnic enclave obscures the harshly competitive environment that small ethnic minority firms like those in the “Balti Quarter” have to operate in. Second, the often ad hoc way in which such inner city areas are regulated (through planning guidelines) can intensify the competitive pressures facing many firms in the area. Finally, the “external” focus of the initiative runs the risk of masking chronic issues within the firm (e.g. poor working environments) which policymakers should be equally concerned with.