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The purpose of this paper is to propose a better understanding of how entrepreneurial narrative influences resource acquisition in the fundraising context.

The paper combines the literature on emotion as information theory from psychology with behavioral finance findings to develop a conceptual framework with research proposals highlighting the use of narratives in the crowdfunding process.

The proposition of the paper advocates that entrepreneurial narrative may influence crowdfunders’ attitude and decision to fund a project. It theorizes how emotions in narratives shape the funders’ attitude toward a project and, in turn, their decision to support it. This potential influence is qualified by taking into account the funders’ primary motivations. These motivations affect the degree to which funders rely on affect or cognition to form their attitude and to which they are influenced by more emotional or cognitive narratives.

This framework is the result of an effort to achieve the recognition of emotions in entrepreneurial funding. The paper creates a bridge between the narrative emotional content and the often neglected emotional arousal of funders (considered as traditional investors) to provide a framework for explaining crowdfunders’ decision making. The paper also offers nuances by taking into account the different audiences’ motivations to fund a project.

This article aims to clarify the role of social capital and social capital inequality embedded in bank ties in enabling and diversifying new firms' debt use.

The study adopts a quantitative method, using an unbalanced longitudinal dataset covering three years–2011, 2013 and 2015–from a project on small manufacturing enterprises in Vietnam. The sample consists of 513 firm-year observations.

Network extensity and network mobilisation increase new firms' debt use. Differences in ascribed and attained social statuses (i.e. gender, generation, business association membership and political affiliation) result in social capital inequality between entrepreneurs. Entrepreneurs who are of a younger generation, have higher levels of education and are not members of the Communist Party benefit less from social capital than those who are older, have less education and are party members.

The effects of access to and the use of the social capital embedded in bank ties on new firms' debt use are both studied. The sources of social capital inequality are investigated at the individual level through distinguishing ascribed and attained social statuses and explained by two mechanisms: capital deficit and return deficit. The moderating effects of social capital inequality are also examined.

The purpose of this paper is to combine translation theory with aspects of socio‐technology and systems theory to study the adoption of shared services in a public‐sector organization. The paper aims to involve the process of translating the shared‐services idea in concert with people and policies, both in terms of inputs and outputs.

An interpretive case‐study strategy was applied.

The mutual impact of process, people, and policies shed light on what influences the adoption of the shared‐services idea. The translation process considers different people and policy aspects, transforming the idea into a specific configuration that reflects the organization's individual conditions.

The in‐depth case study enables better understanding of the adoption of shared services at an organizational level. The paper enriches previous research on the translation of management ideas. It is limited to the extent that it focuses on one particular case, which restricts the possibilities for a wider generalization.

The paper indicates a lack of national policies to embrace the shared‐services idea fully at the studied organization. The paper can aid governments in paving the way for the adoption of management ideas in public‐sector organizations.

The paper extends previous research on the adoption of management ideas and, especially, how the idea of shared services is adopted. It illustrates the translation process, how this process shapes personal and factual outcomes, and what this means for the adoption of the shared services idea at an organizational level.

The purpose of this paper is to contribute to the understanding of the factors that influence social entrepreneurial ventures’ (SEVs) pursuit of a blended value approach. This paper predicts and examines that the mindset of SEV senior decision-makers leads them to perceive organisational goals differently.

This paper tests the hypotheses on an original data set of 171 SEVs by means of discriminant analysis.

The results suggest that social entrepreneurs who display an agency-oriented mindset tend to perceive organisational goals as being single: either social or financial. Conversely, social entrepreneurs who have a stewardship-oriented mindset tend to perceive organisational goals as blending both. The findings also underline that senior decision-makers’ mindsets in terms of governance are far from being uniform in SEVs.

The findings empirically contribute to the argument that agency principles do apply to broader contexts than profit-oriented organisations (Wiseman et al., 2012) and frame SEVs as a promising context that redefines principal-agent relationships. It follows that the expected association between non-economic goals and stewardship put forward in the literature needs to be nuanced: only a blended value approach of social and financial objectives is associated with stewardship, whereas single social goals are best perceived by agency-oriented senior decision-makers. The results are limited to a single survey, using cross-sectional data.

The findings have a bearing on goal setting in social entrepreneurship. The results suggest that practitioners who display a stewardship mindset are more likely to perceive a double bottom line than those displaying an agency mindset.

A novel feature of the model is the incorporation of senior decision-makers’ heterogeneous “governance mindsets” (agency and stewardship) and one of the first empirical tests of blended value in social entrepreneurship.

Flexibility is necessary in a dynamic healthcare environment. However, balancing flexibility and consistency is difficult for healthcare teams, especially when working in threatening conditions. Methods are needed to help teams create, monitor and maintain flexibility.

This study evaluates a practice-based program –– the Flexmonitor – which aims to help teams develop and maintain flexibility. Here, realistic evaluation was used to refine the program and define building blocks for future programs.

The Flexmonitor can be used to monitor implicit criteria and differences in interpretation and beliefs among team members to promote flexibility. It also monitors team behavior and the effects of this behavior on self-defined indicators. Using the Flexmonitor, team members can discuss their beliefs and the definitions and criteria of flexibility. Strikingly, teams were not able to effectively self-manage their flexibility using the Flexmonitor.

This article contributes to our knowledge of self-managing teams, particularly the question of whether team members can take responsibility for team flexibility.

Flexibility is essential for healthcare organizations to anticipate the increasing internal and external dynamics. Mental healthcare organizations in the Netherlands face major policy reforms made by the government, increasing involvement from municipalities and gradual replacement of clinical care with outpatient care. Top management plays an important strategic role in creating this flexibility because they make important choices, give direction and structure the organization. To create flexibility, managers have to deal with complexity and paradoxes. In this study, the authors aim to contribute to the knowledge on how healthcare managers can create flexibility in their organizations.

This is a qualitative empirical field study. In total, 21 managers of mental healthcare organizations participated in open in-depth interviews. The authors explored flexibility on three perspectives: organizational direction, structure and operations. The COVID-19 pandemic has provided an opportunity to explore flexibility. The authors asked participants to reflect on their organization's response to the pandemic.

Most mental healthcare organizations create flexibility in an implicit way. Flexibility and resilience are closely linked mechanisms. Flexibility ensures a quick response while resilience provides the counterforce and rebound needed to adapt. Adaption ensures that healthcare professionals learn from their experiences and do not return completely to the way things were done before. The primary urge to survive ensured rapid and adequate responses to the COVID-19 pandemic. Whether this is a manifestation of flexibility remains difficult to conclude.

The complexity theory offers some guidance in creating a flexible organization without losing consistency. Flexibility and resilience are closely linked mechanisms that antagonize and protect each other. With this insight, managers in mental healthcare can utilize the qualities and balance them without falling into the various pitfalls.

In this research, the authors are concerned with flexibility as a proactive attitude and capacity of organizations. By looking at the response of organizations to the COVID-19 crisis, the authors find out that responding to a disaster out of survival instinct is something else than flexibility. There is an interesting relationship between flexibility, resilience and adaptability, and they can balance each other.

Many governments are working toward a vision of government-wide transformation that strives to achieve an open, transparent and accountable government while providing responsive services. The purpose of this paper is to clarify the concept of transparency-by-design to advance open government.

The opening of data, the deployment of tools and instruments to engage the public, collaboration among public organizations and between governments and the public are important drivers for open government. The authors review transparency-by-design concepts.

To successfully achieve open government, fundamental changes in practice and new research on governments as open systems are needed. In particular, the creation of “transparency-by-design” is a key aspect in which transparency is a key system development requirement, and the systems ensure that data are disclosed to the public for creating transparency.

Although transparency-by-design is an intuitive concept, more research is needed in what constitutes information and communication technology-mediated transparency and how it can be realized.

Governments should embrace transparency-by-design to open more data sets and come closer to achieving open government.

Transparency-by-design is a new concept that has not given any attention yet in the literature.