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The time is right for a theory on strategic entrepreneurial ecosystems and business model innovation. Both topics have increased substantially during the past couple of years due to their strategic nature. This means they are uniquely placed to provide practical advice but also theoretical development. This chapter discusses the theory in terms of how it bridges strategic planning, innovation management, and entrepreneurship literature. Thereby propelling the field of entrepreneurial ecosystems further by suggesting it has both a strategic and business model perspective. This chapter argues the reasons for a new theory to be developed in order to maintain the relevance and practicality of the entrepreneurial ecosystem literature.

Entrepreneurial education is gaining traction in Ghana. The purpose of this chapter was to assess the influences of social enterprises in promoting entrepreneurial education, using Ghanaian social enterprises as a case study. The study adopted a qualitative research approach. A multiple case study analysis examined the influences of social enterprises in Ghana. Four in-depth qualitative case studies offer insight into social enterprise practices. Sustainability, innovation, control and employment issues stand out as key effects of Ghanaian social enterprise practices. The social practice theory framework is used to draw the linkages of the structure and agency relationships. Sustainability emerges as the most dominant impact of social enterprise practice followed by innovation, control and employment. These four descriptive terms summarise the universal effects of Ghanaian social enterprises' practices. The study identifies and assesses the role of social enterprises in social entrepreneurial education in addressing social ills and environmental challenges facing Ghana. The emphasis placed on each of the identified four constructs describes the plausible roles of Ghana's social enterprises in achieving productive entrepreneurship through entrepreneurship education. The result shows the pursuit of multiple practices is a common feature of social enterprises. The limitations of the study stem from methodological approach as it is qualitative approach bias and a single country case. Likewise, the subjectivities of the samples direct the results of the study. The study draws the attention of stakeholders and policymakers to the goodwill of social entrepreneurship education in Ghana. Many studies have been conducted on entrepreneurial education in the contextual setting of this study. This present study focused on the practices of social enterprises in Ghana that influences entrepreneurial education.

This chapter aims to analyze the participation of entrepreneurship studies from the perspective of capabilities and technology-based startups in Latin America, which implies considering capabilities from a perspective of innovation, technology, knowledge, and learning. The chapter conducts a bibliometric review from which the characteristics of the Latin American presence in the analysis of startups and related issues are identified. The analysis shows that Latin America has had a small but growing presence at the world level, as is the case with the treatment of the startups in the international arena, and where the topics of innovation and capabilities have been little addressed. A scheme is proposed based on which entrepreneurial capabilities are considered as a way of understanding the creation and trajectory of startup companies. In the trajectory of the startup companies, these capabilities unfold and grow through processes of integration of complementary resources and learning processes, which result in the construction of new capabilities that feed the further growth of the company.

Environmental uncertainty, turbulence, and heterogeneity create a host of strategic and operational challenges for today’s organizations (Brown & Eisenhardt, 1998). To cope with the challenge of simultaneously developing and nurturing both today’s and tomorrow’s core competencies, firms increasingly rely on effective use of corporate entrepreneurship (Covin & Miles, 1999). These facts make it imperative that managers at all levels actively participate in designing and implementing a strategy for corporate entrepreneurship actions. The recent literature reveals that there is a general although certainly not a complete consensus around the position that successful corporate entrepreneurship (CE) is linked to improvement in firm performance (Ireland et al., 2001). Covin, Ireland and Kuratko (2003) suggest that corporate entrepreneurship is increasingly recognized as a legitimate path to high levels of organizational performance and that the understanding of corporate entrepreneurship as a valid and effective practice with real, tangible benefits is occurring across firm type and managerial levels. Other researchers cite corporate entrepreneurship’s importance as a growth strategy (Kuratko, 1993; Kuratko et al., 1993; Merrifield, 1993; Pinchott, 1985; Zahra, 1991; Zahra & Covin, 1995; Zahra, Kuratko & Jennings, 1999). As an example, Dess, Lumpkin and McGee (1999) note that, “Virtually all organizations – new start-ups, major corporations, and alliances among global partners – are striving to exploit product-market opportunities through innovative and proactive behavior” – the type of behavior that is called for by corporate entrepreneurship. Barringer and Bluedorn (1999) suggested that in light of the dynamism and complexity of today’s environments, “…entrepreneurial attitudes and behaviors are necessary for firms of all sizes to prosper and flourish.” Developing an internal environment that cultivates employees’ interest in and commitment to creativity and the innovation that can result from it contributes to successful competition in today’s competitive arenas. A valuable and appropriate internal organizational environment is a product of effective work (often within the context of corporate entrepreneurship) by managers at all levels (Floyd & Lane, 2000).

The literature on innovation/change predicts that entrepreneurial initiatives will be killed by the established organizational system. The general answer is to put innovations in separate units. This is not possible for corporate entrepreneurship initiatives, however. In this action research study, we focus on corporate entrepreneurship initiatives’ strategies for survival. We collected data by following 11 corporate entrepreneurship initiatives as they were pursued. We summarize their effort in three transformation mechanisms: aligning with purpose, creating trust, and creating attachment with autonomy. The data indicate that these factors not only contributed to the success of the initiatives but also to renewing the organizational system.

This chapter shows how to construct and test case-based macro models. The chapter makes use of national data to examine influences on quality-of-life of national cultures as complex wholes and entrepreneurship activities in Brazil, Russia, India, China, Germany, and the United States (the six focal nations) plus Denmark (a small-size, economically developed, nation). The study tests McClelland’s (1961) and more recent scholars’ proposition that some cultural configurations nurture entrepreneur startups, while other cultures are biased toward thwarting startups. The study applies complexity theory to develop and empirically test a general theory of cultures’, entrepreneurship’s, and innovation’s impact on quality-of-life across nations. Because culture represents a complex whole of attitudes, beliefs, values, and behavior, the study applies a set-theoretic approach to theory development and testing of alternative cultural configurations. Each of 28 economical developed and developing nations is scored for the level of the national cultures for each of six focal countries. The study selected for the study enables multi-way comparisons of culture-entrepreneurship-innovation-QOL among large- and small-sized developing and developed nations. The findings graphically present the complex national cultural configuration (x-axis) with entrepreneur nurture/thwart (y-axis) of the 28 nations compared to the six focal nations. The findings also include recognizing national cultures (e.g., Switzerland, the United States) nurturing entrepreneurial behavior versus other national cultures (e.g., Brazil and India) thwarting entrepreneurial behavior. The study concludes with a call to recognize the implicit shift in culturally implicit thinking and behavior necessary for advancing national platforms designed to successfully nurture entrepreneurship. Entrepreneur strategy implications include the observation that actions nurturing firm start-ups by nations low in entrepreneurship will unlikely to be successful without reducing such nations’ high levels of corruption.

The world is changing very rapidly with events that alter the landscape for students during a time when entrepreneurs are needed more than ever. This chapter explores trends in entrepreneurship research that are focused in areas of the entrepreneurial mindset, alleviation of poverty through entrepreneurship, social entrepreneurship, portfolio thinking about entrepreneurial venture types, the crucial nature of racial diversity, and the drive of women entrepreneurs. It also examines COVID-19’s disparate impact on smaller ventures and Black entrepreneurs, while highlighting its impact on spurring entrepreneurial innovations causing an entrepreneurial explosion. Most importantly, this chapter focuses on how the emerging research trends amidst the COVID-19 pandemic have prompted entrepreneurship educators to enact educational innovations. The chapter includes tools and tips to integrate into the changing nature of university programs and entrepreneurship curriculums facing a dynamic future.

In Chapter 1, a broad overview of the scope of entrepreneurialism in policing and criminal contexts which are broadly positive in nature was developed. In Chapter 2, the scrutiny to cover socio-cultural and organisational barriers to the implementation of entrepreneurial policing are extended. These include police culture, organisational traits such as ‘Machismo’ and ‘Conformism’, the restrictive nature of the police rank structure, the military model of policing, bureaucracy, risk-aversion, anti-entrepreneurialism, anti-intellectualism, the ‘Maverick’ stereotype, and the ‘Questioning Constable’. Many of these elements are of a negative nature and inhibit the implementation of entrepreneurial policing and practices. Also the entrepreneurial organisation and issues such as privatisation, commercialisation, innovation, and technology which also inhibit entrepreneurialism in policing contexts, but which also offer significant opportunities, are considered.