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The purpose of this article is to introduce and discuss the “Entrepreneurial Health Audit”. This organizational tool is used to assess a firm's entrepreneurial intensity, diagnose organizational characteristics low in entrepreneurial intensity, and to create an understanding of the processes needed to foster a corporate entrepreneurship strategy as a means of improving organizational performance. This article is part two or a two‐part series.

Based on the existing literature, case studies, and the authors' own research and experiences with a diverse mix of companies, the paper develops a three‐stage “Entrepreneurial Health Audit.” Top‐level managers can use this tool to determine their firm's ability to act entrepreneurially at a point in time.

The paper describes how managers assess and improve their firm's entrepreneurial health. In the first stage, the “Entrepreneurial Intensity” instrument is used to measure the degree and frequency of entrepreneurship occurring within the firm. In the second stage, the “Corporate Entrepreneurship Climate Instrument” is used to identify why the firm has developed its current level of entrepreneurial intensity. Finally, the third stage of the “Entrepreneurial Health Audit” fosters commitment to a work environment supporting entrepreneurial behavior, thereby enhancing the degree and frequency of corporate entrepreneurship within the firm.

The paper raises a number of questions regarding how organizations stimulate entrepreneurial behavior and undertake organizational changes to facilitate these actions. It provides a tool top‐level managers can use across time continuously to increase their firm's ability to be entrepreneurial.

The paper demonstrates to managers how to approach the concept of entrepreneurship within an established organization, including how to diagnose characteristics constraining the firm's entrepreneurial potential and how to build commitment encouraging entrepreneurial behaviors.

The paper fills an existing void between researchers and practitioners in terms of how firms can take steps to transform their current entrepreneurial potential into the “ideal” characteristics studied in entrepreneurship research. It offers a unique organizational tool to use to assess an individual firm's potential to be entrepreneurial.

This paper describes a survey of mental health and well‐being in the adult population served by Wandsworth Primary Care Trust. The survey was designed as a pilot to obtain benchmark data on public mental health. The findings support the argument that absence of mental ill health does not equate with mental health. More than 12% of the sample were found to have symptoms of mental illness yet reported good mental health, while just over 10% had no symptoms but reported poor mental health. Looking at predictors, the most vulnerable to mental ill health were younger, divorced or separated adults who were unemployed and had a long‐term illness or disability. Older couples in good health were among those least likely to have mental health problems. The authors conclude that more sensitive and reliable public mental health indicators are needed to demonstrate clear evidence of improved mental health and to inform future work to improve the mental health and well‐being of the local population.

Examines the provision of an occupational health service and the audit of such a service as one barometer of an organization's effective functioning. Occupational health is seen as part of the human resource function and encompasses health care, health education/information, health surveillance and health protection. It is concerned with the effect of health on work as well as the effect of work on health. Looks at attempts to measure the effectiveness of such a service using the traditional arguments of reduction in the costs of work absence and the increase in worker morale. Finally, suggests that the most effective argument is the cost to an organization of not putting into place an effective occupational health service. Concludes by recognizing that occupational health services must be more accountable, and be regularly audited. At the same time there is a social aspect to any enterprise and an element of humanitarianism without which human institutions lose a significant part of the reason for their existence.

This case study aims to show how a strategic intervention, using an in-house delivered university entrepreneurship education program, cultivates an entrepreneurial mindset and effective innovation culture amongst company staff. The intervention produces a measured change in staff decision making style from analytical to a more intuitive style. Also assessed is the resulting management-style change to the firm’s internal environment, strategic motivation and performance.

Through a qualitative longitudinal study of Partners and staff in the firm, the authors measure the impact of the selection, integration and performance of in-house entrepreneurship education on firm culture.

The authors identify organisation factors that inhibit staff entrepreneurial behaviour and by integrating an in-house education intervention, demonstrate unambiguously the resultant effective culture and entrepreneurial mindset.

Generalising results from this single longitudinal case study requires caution. The positive outcome from the in-house education concept can be considered for further evaluation within other organisations.

Using an entrepreneurial health-audit to assess in-firm cultural behaviour enables management to identify factors fostering/inhibiting entrepreneurial activity and devise interventions to cultivate a firm-wide entrepreneurial mindset.

In-house education is not a new concept, but a targeted focus on entrepreneurship applied strategically to a committed firm shows outstanding results. The added-value is in the demonstrated enhancement to effective innovation outcomes.

Identifies issues to consider when designing a corporate entrepreneurship strategy, discuss the triggers of corporate entrepreneurship, and describe an internal work environment that supports corporate entrepreneurship.

Based on the extant literature, case studies, and the authors' experiences with a diverse mix of companies, the nature and importance of a corporate entrepreneurship strategy is described, together with insights into the internal and external factors that facilitate corporate entrepreneurship and a strategy used to support it.

The ability to foster high levels of entrepreneurial intensity and formulate effective corporate entrepreneurship strategy is associated with key elements of the organizational climate. Four major climate variables are assessed. Conclusions are drawn regarding the value an entrepreneurial mindset creates when used in established firms.

Raises a number of questions regarding the role of strategic versus non‐strategic approaches to encouraging entrepreneurship and innovation in larger, established companies, as well as the relative importance of differing triggering events and various climate variables in influencing a successful corporate entrepreneurship strategy.

Demonstrates to managers how to strategically approach the concept of entrepreneurship within a larger organization, including how to design an internal work environment that is conducive to encouraging employees to act on their innate entrepreneurial potential.

Fulfills a missing gap in terms of how established firms can make entrepreneurship a core element of their approaches to strategic management and offers practical insights into some of the more vital factors that contribute to sustainable levels of entrepreneurship in established firms.

Mental ill‐health in the workplace is estimated to cost UK employers £6.2b each year in lost working days. This concern to employers and employees alike was recently highlighted by the Health Education Board for Scotland (HEBS) needs assessment study of workplace health promotion, which identified stress as a major issue. A Health and Safety Executive review (1993) of the stress literature proposed the incorporation of stress within the framework of the assessment and control cycle already introduced to minimise physical health and safety risks. This was supported by the HEBS study that identified health and safety as the predominant health‐related culture in Scottish workplaces. It is therefore appropriate to include stress control with other health and safety issues. The Institute of Occupational Medicine (IOM) had already developed a risk assessment approach, entitled the Organisational Stress Health Audit (OSHA), and the feasibility of this was tested in the pilot study commissioned by HEBS. This paper presents the background to this organisational approach, its feasibility in controlling stress across different types of organisation and future plans for development of the approach. The views presented are those of the researchers and not the commissioning body.

Following the Health and Safety Executive's (HSE) proposal that the assessment and control cycle approach, already applied to physical health and safety risks, be adopted to manage stress at work, the Institute of Occupational Medicine (IOM) developed an Organisational Stress Health Audit (OSHA). The OSHA has three tiers: stage one involves the identification of sources of stress and opportunities for risk reduction; stage two investigates areas of major concern and generates further recommendations for risk reduction; and stage three evaluates the effectiveness of the recommendations in reducing risk. This paper presents the application of the OSHA in three organisations in a study commissioned by the Health Education Board for Scotland (HEBS) and outlines the aims of the study, the methods used and the main results and conclusions of the work.

This paper – the final paper of a series of three – aims to discuss the implications of the findings from a service user needs assessment of people experiencing homelessness in the Northwest of England. It will expand on the previous paper by offering a more detailed analysis and discussion of the identified key themes and issues. The service user needs assessment was completed as part of a review of local service provision in the Northwest of England against the backdrop of the COVID-19 pandemic.

Semi-structured questionnaires were administered and used by health-care professionals to collect data from individuals accessing the Homeless and Vulnerable Adults Service (HVAS) in Bolton. The questionnaires included a section exploring Adverse Childhood Experiences. Data from 100 completed questionnaires were analysed to better understand the needs of those accessing the HVAS.

Multiple deprivations including extensive health and social care needs were identified within the cohort. Meeting these complex needs was challenging for both service users and service providers. This paper will explore key themes identified by the needs assessment and draw upon further comments from those who participated in the data-gathering process. The paper discusses the practicalities of responding to the complex needs of those with lived experience of homelessness. It highlights how a coordinated partnership approach, using an integrated service delivery model can be both cost-effective and responsive to the needs of those often on the margins of our society.

Data collection during the COVID-19 pandemic presented a number of challenges. The collection period had to be extended whilst patient care was prioritised. Quantitative methods were used, however, this limited the opportunity for service user involvement and feedback. Future research could use qualitative methods to address this balance and use a more inclusive approach.

This study illustrates that the needs of the homeless population are broad and varied. Although the population themselves have developed different responses to their situations, their needs can only be fully met by a co-ordinated, multi-agency, partnership response. An integrated service model can help identify, understand, and meet the needs of the whole population and individuals within it to improve healthcare for a vulnerable population.

This study highlighted new and important findings around the resilience of the homeless population and the significance of building protective factors to help combat the multiplicity of social isolation with both physical and mental health problems.

The discussion provides an opportunity to reflect on established views in relation to the nature and scope of homelessness. The paper describes a contemporary approach to tackling current issues faced by those experiencing homelessness in the current context of the COVID-19 pandemic. Recommendations for service improvements will include highlighting established good practices including embedding a more inclusive/participatory approach.

A corporate entrepreneurship (CE) strategy implies that a firm’s strategic intent is to continuously leverage entrepreneurial opportunities for growth- and advantage-seeking purposes. CE has gained greater research attention with a focus on the factors that influence an organization’s willingness to initiate and sustain a CE strategy. In the current disruptive age, firms acknowledge the importance of CE (also referred to as corporate innovation) as the critical element for sustained competitive advantage in the global economy. Yet, so many organizations struggle with the actual implementation of an innovative strategy. There are key challenges that must be addressed by today’s corporate entrepreneurial leaders in this age of disruptive innovation. These include framing the innovation, developing the internal architecture, coordinating the managerial levels, integrating design thinking, recognizing the grief associated with project failure, and demanding ethical standards. As research on corporate innovative activity has evolved, numerous researchers have acknowledged the importance of these leadership activities to enhance the effectiveness of corporate entrepreneurial activity. In this chapter, the authors discuss these critical elements confronting corporate entrepreneurial leaders.

Patients with severe mental illness (SMI) treated with antipsychotic medication are at increased risk of metabolic side‐effects like weight gain, diabetes mellitus and dyslipidaemia. This study aims to examine the feasibility of maintaining a physical health monitoring sheet in patients' records and its impact on physical health of patients with SMI, over a period of one year.

A physical health monitoring sheet was introduced in all the patients' records on a 15‐bedded male medium secure forensic psychiatric rehabilitation unit, as a prompt to regularly monitor physical health parameters. An audit cycle was completed over a one year period. The data between baseline and re‐audit were compared.

At baseline, 80 per cent of the patients were identified as smokers, 80 per cent had increased body mass index (BMI) and 87 per cent had raised cardiovascular risk over the next ten years. Appropriate interventions were offered to address the risks. At re‐audit, the physical health monitoring sheets were up to date in 100 per cent of patients' records. The serum lipids and cardiovascular risk over the next ten years reduced over time. No significant change was noted on the parameters including BMI, central obesity, high blood pressure and smoking status.

This was a pilot study and was limited by the small sample size, male gender only and the specific nature of the ward.

There is a need for improved access to physical health care in long‐stay psychiatric settings. A more robust lifestyle modification programme is required to positively influence the physical health parameters in this cohort of patients.

Introduction of a physical health monitoring sheet in patients' records led to regular screening of cardiovascular risks and subsequent increased prescribing of hypolipidaemic agents in individuals with severe mental illness.