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The purpose of this paper is to analyze the role of women leaders in enhancing and managing diversity in organizations.

The approach of this paper is to combine the findings of two fields of research, namely, effectiveness of women leaders, and organizational diversity, and propose that women leaders have a critical role to play in enhancing organizational diversity and its effectiveness.

The main findings of the paper are that women leaders outperform their male counterparts in many of the necessary skills and competencies required to create democratic and inclusive organizations. Their leadership style is also best suited to effectively manage and take advantage of diversity in organizations.

Women leaders can create a very significant impact on creating inclusive environments in which diversity is valued and on organizational performance overall. Thus, it is imperative for firms to overcome gender bias and create meritocracies in which women leaders can be hired, retained, and promoted.

Societies need to create grassroots change where perceptions of women in the workplace change.

The study creates a connection between two bodies of literature: one that explores the effectiveness of women leaders on leadership competencies and the second that looks at diversity in organizations, and how organizations can take advantage of this diversity. It shows that women leaders are well suited to promote and manage diversity in organizations by virtue of their skills and leadership style.

This exploratory paper argues that there is a need to rethink the issue of black entrepreneurship in the Caribbean. It contends that part of the problem with many of the discussions on black entrepreneurship in the Caribbean is that they have tended to focus on traditional areas of entrepreneurship. This means that other categories of business – the knowledge, culture/entertainment sectors and micro and small enterprises – are often ignored in these discussions. Yet, these are areas in which Afro‐Caribbean people have, historically, established cultural spaces. Therefore, it is being suggested that there is a need to understand the strengths and weaknesses of entrepreneurial activity in these areas, and account for the reasons why black entrepreneurs have not, in larger numbers, expanded beyond their traditional cultural spaces. To do so, there is a need to enter the world of the black entrepreneur and to discover that world. It is necessary to understand his/her definition of that world, and then see how s/he perceives opportunities and barriers to entrepreneurial success. In general, this paper calls for both a methodological and theoretical shift to the way in which the study of black entrepreneurship in the Caribbean is conducted.

The purpose of this paper is to examine the explanatory power of existing theories of entrepreneurship. The authors find gaps and fragmentation and offer propose a different approach – a theory of entrepreneuring – a theory of practice.

This is a conceptual paper, but the authors draw heavily on the literature. They also offer examples of what the theory can offer.

Existing theory is good at explaining aspects of entrepreneurship. However, most theories are discipline bound and operate in silos. A theory of entrepreneurship practice can connect and bridge disciplines.

A theory of entrepreneurship as practice will not replace current theories. It will however complement them and thus be well suited to emerging economies.

The case puts students in the shoes of Todd Davis, founder and CEO of a boutique brownfield redevelopment firm, Hemisphere Development, in 2010. Davis is wrestling with decisions and processes surrounding the potential acquisition and redevelopment of the former Delphi Automotive plant in Columbus, Ohio. When making the investment decision, Davis (and students) must consider various factors: What is Hemisphere's implicit investment strategy, and what are the firm's core competencies? How should the firm finance this transaction to achieve an acceptable return?

• Practice creatively structuring and financing unique transactions

• Describe the importance of baseline analysis in dealing with contaminated or potentially contaminated properties, and understand that the timing of baseline analysis can be crucial in determining the viability of a transaction

• State the importance of each type of constituent in public-private transactions

• Recognize the benefits of specialized/niche expertise in deal-makin

Practice creatively structuring and financing unique transactions

Describe the importance of baseline analysis in dealing with contaminated or potentially contaminated properties, and understand that the timing of baseline analysis can be crucial in determining the viability of a transaction

State the importance of each type of constituent in public-private transactions

Recognize the benefits of specialized/niche expertise in deal-makin

This chapter focuses on the underlying levers of diversity management, namely inclusive leaders, authenticity, networking and visibility, and clear career paths in two best practice cases. The aim of our research is to provide the strategic orientation of developing diversity management through business education in Slovenian business environment based on best practice cases as well as content analysis of 104 responses within management course at the Faculty of economics University of Ljubljana.

Qualitative joint content analysis was selected to analyze the data, in order to quantify qualitative data collected, by understanding its context.

Based on findings, the conceptual model of diversity management curriculum is introduced.

Limitations of the study are in the open-ended questionnaire design in addition to analyzing only two purposely chosen best practice cases, which do not provide for the overall state of diversity management in Slovenia.

Discussion is based on the findings of diversity management inclusiveness, offering also concrete theoretical and practical implications for deans, academic community, as well as students who want to practice inclusive diversity management.

Our chapter raises awareness on diversity management development and implementation on the basis of identified good practice examples. By presenting Slovene cases and analyses of the diversity management implementation, we promote the value of inclusion and diversity in the workplace.

Our chapter presents two original case analyses within Slovene diversity management and offers the conceptual model of diversity management curriculum.

Entrepreneurial small- and medium-sized enterprises (SMEs) face ever increasing competition not only at the domestic level but also at the global level. While large-scale enterprises and multinational corporations often hog the limelight, research and studies reveal that SMEs form the core of the growth engine of most of the national economies and are critical to rebuilding the economy from an economic crisis. In fact, SMEs make a significant contribution to economic growth and continue to play a pivotal role as a catalyst for development to drive innovation, competitiveness, and future growth. However, due to their size and limited resources, most SMEs often struggle to keep on top of new development in capabilities and skills and encounter difficulties keeping their operational activities in balance. Therefore, it is inevitable that most governments have taken a keen interest in SMEs’ development by providing infrastructure and financial grants. As such, it is argued that resource-constraint SMEs need to preserve the focus and drive to survive and grow in today’s interconnected, interdependent world. SMEs need to be properly equipped with deep capabilities in transformational leadership, technicality, and entrepreneurship, and innovativeness required to go international more rapidly and profitably in today’s increasingly borderless world.

The chapter presents recent development in the field of entrepreneurship education of several European universities – partners within Erasmus+ project on blended learning entrepreneurship course development, covering subjects from everyday instructional and practical approaches to support (under)graduate entrepreneurship and theoretical connections with modern worldwide educational and socioeconomic policies. Theoretical overview of the subject of entrepreneurship education is presented in the first part, and in the second part, good practice of BLUES Entrepreneurship course is discussed (BLUES Erasmus+ Programme of the European Union: Blended-learning international entrepreneurship skills programme; European Entrepreneurship Experience project). The chapter discusses the needs of universities and university professors and entrepreneurship instructors by highlighting how blended learning addresses some challenges of entrepreneurship education implementation while also brings some new challenges in managing such a course. Blended learning is suggested as a conducive environment for entrepreneurial learning in both academic and nonacademic settings. Based on the presented methodology entrepreneurship professors are able to implement and/or adjust the BLUES methodology within their own course, parts of it or the whole course that is provided through online massive open online courses (MOOCs) and toolkit for face-to-face exercises in class. Chapter provides a systematic and integrated perspective with relevance for business students, educators and policymakers.

With practical entrepreneurship capabilities becoming ever more important for all university graduates, whether they are starting their own business or adding value to an organisation by innovating, improving, and problem-solving, what role do business incubators (BIs) play in helping to develop these capabilities for students? This chapter aims to better understand the role of BIs as extra-curricular entrepreneurship activity in universities through a narrative account of business incubation practice in three institutions – two in England and one in Australia. Utilising a practice-led methodology, the study is underpinned by social capital theory and a critical realist ontological perspective on incubation’s mechanisms, processes, and structures. Across these examples, there are common underpinning principles of entrepreneurial learning and socio-economic development. However, there are differences in implementation regarding space for incubation. Where the BI is on campus and closely integrated with extra-curricular entrepreneurship activity, this results in a cohesive graduate startup community and ongoing peer support. With no BI present, the opposite is observed. The chapter argues that without the infrastructure to build and maintain a community of nascent entrepreneurs to benefit from sustained peer learning, there can be negative impacts on the entrepreneurs and a visible gap affecting the entrepreneurial ecosystem. The chapter concludes with a practice note providing practical considerations for university BIs in communicating the significance of the incubator peer group to prospective entrepreneurs to improve realistic expectations and potentially improve their reach to entrepreneurs who may be experiencing isolation during their startup journey.