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Entrepreneurial orientation (EO) has emerged as a core concept in the field of entrepreneurship. Yet, there continue to be questions about the nature of EO and how best to conceptualize and measure it. This chapter makes the case that EO has grown beyond its roots as a firm-level unidimensional strategy construct and that a new multidimensional version of EO is needed to capture the diverse manifestations and venues for entrepreneurial activity that are now evident around the world – global entrepreneurial orientation (GEO). Building on the five-dimension multidimensional view of EO set forth when Lumpkin and Dess (1996) extended the work of Miller (1983) and Covin and Slevin (1989, 1991), the chapter offers an updated definition of EO and a fresh interpretation of why EO matters theoretically. Despite earnest efforts to reconcile the different approaches to EO, in order to move the study of EO and the theoretical conversation about it forward, we maintain that as a group of scholars and a field, we need to acknowledge that two different versions of EO have emerged. Given that, we consider original approaches to measuring EO, evaluate formative measurement models, consider multiple levels of analysis, call for renewed attention to EO configurations, and discuss whether there is a theory of EO.

Undergraduate agricultural leadership education opportunities are prevalent and growing. However, additional attention should be placed on the quality of educational leadership experiences. The purpose of this study was to explore how the context of a learning experience impacts student application of team leadership skills. The findings and implications of this study are reported in three themes: (a) contextual dimensions of educational experiences, (b) agricultural disconnect, and (c) team leadership skill application. Recommendations for practitioners include providing students with real-life leadership skill application experiences, regulating assignments to have agricultural connections, and integrating opportunities for student reflection. Future research should consider questions such as: (a) what other educational leadership experiences may have considerable learning impacts? and (b) what other pedagogical methodologies are useful in teaching agricultural and team leadership education?

The purpose of this chapter is to review and synthesise the available evidence for the health benefits of walking. It follows a non-systematic evidence review and finds that the evidence base for the health benefits of walking is growing. Increasingly we are finding strong evidence for the beneficial effects of walking for both individuals and populations. More evidence is required on how to better understand the health outcomes associated with walking and how to promote long term increases in walking behaviour. Systematic reviews of specific health benefits remain rare. Walking should be promoted in all population groups regardless of age or sex. There are currently few existing integrative syntheses of the physical and mental health outcomes associated with walking and this chapter aims to help fill that gap.

IT is one of the hard facts of life that tyres tend to skid more readily under wet road or runway conditions — this is a most unsatisfactory basic situation and merits the greatest possible effort to make a substantial improvement. The problem has been studied basically by various bodies including N.A.S.A.

In recent years, public administration has been targeted by multiple reform efforts. In multiple instances, such initiatives have been ideologically couched in public-choice perspectives and entrenched beliefs that government is the problem. One unavoidable consequence of this continued bout of criticism is the fact that government currently has a noticeably decreased capacity of boosting creation of public value. Within this context, there certainly is an important need for approaches that would counterbalance the loss of public value induced by market fundamentalism. This article suggests that leadership, as a concept of theory and practice, due to its partial immunity to the private-public dichotomy, can provide a pragmatic avenue for nurturing public interest and public value within the devolution of governance, a declining trust in government and a diminished governmental capacity to propagate the creation of public value. While this article critically examines and assesses the capacity of different leadership perspectives in terms of creating and maximizing public value, its primary scope is not the provision of definite answers but rather the instigation of a much necessary discussion.

THE centripetal forces at work in the world seem to draw all human associations into larger groups. Work Study has been no exception to this, as the formation of a European Federation six months ago indicates. Another manifestation of the same tendency is the letter we print from a correspondent suggesting that there is only room for one professional organisation for Work Study in this country.

The long controversy that has waxed furiously around the implementation of the EEC Directives on the inspection of poultry meat and hygiene standards to be observed in poultry slaughterhouses, cutting‐up premises, &c, appears to be resolved at last. (The Prayer lodged against the Regulations when they were formally laid before Parliament just before the summer recess, which meant they would have to be debated when the House reassembled, could have resulted in some delay to the early operative dates, but little chance of the main proposals being changed.) The controversy began as soon as the EEC draft directive was published and has continued from the Directive of 1971 with 1975 amendments. There has been long and painstaking study of problems by the Ministry with all interested parties; enforcement was not the least of these. The expansion and growth of the poultry meat industry in the past decade has been tremendous and the constitution of what is virtually a new service, within the framework of general food inspection, was inevitable. None will question the need for efficient inspection or improved and higher standards of hygiene, but the extent of the

Students with mathematics-related learning difficulties (MLD) experience difficulties in many areas of mathematics achievement; without intervention, these difficulties will persist. In this chapter, I first review research examined cognitive processes deficits of MLD. Because difficulties in learning mathematics are presumably due to these cognitive deficits, findings of these studies can shed light on developing effective intervention programs. Second, using Response to Intervention (RTI) as a framework to distinguish the intensity level of intervention, I review findings from existing Tier 2 and Tier 3 intervention studies and synthesize the instructional approaches used in these studies as well as the factors researchers used to intensify the intervention. Finally, Data-Based Individualization (DBI), a systematic approach to intensify intervention, commonly used at the Tier 3 level, is review. Suggestions for future research directions for intensive mathematics intervention are also provided.

The relationship between organisation size, technology implementation, and organisational culture is examined. Thirty‐five American and Canadian manufacturing organisations were surveyed concerning their approach to implementing statistical process control (SPC) technology. Organisations were classified as either large or small and hierarchic or non‐hierarchic. Approaches to implementing SPC were measured and compared among the four groups (large hierarchic, small hierarchic, large non‐hierarchic and small non‐hierarchic). Results indicated that both the size of the organisation and its culture determine how that organisation goes about implementing technological change. Larger organisations use inter‐departmental liaisons, temporary task forces, and permanent implementation teams more than smaller organisations in implementing new technology. Non‐hierarchic organisations appear to use goal and direct contact mechanisms at higher levels than hierarchical organisations when it comes to innovation and change. Results also indicate that there is more in common in the area of technological implementation between large and small businesses, and hierarchical and non‐hierarchical organisations than is often suggested.