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Despite an increasing number of publications focusing on the phenomenon of entrepreneurial learning, it is still unclear how this learning process differs from wider organizational learning. This paper aims to address this gap by highlighting four key processual dimensions unique to entrepreneurial learning: intuiting, scanning, internalizing and routinizing.

Drawing on various conceptual and empirical papers published in this area over the past 20 years, common threads in the literature are identified, which point towards these four key dimensions of entrepreneurial learning.

It is thus argued that the ability of the entrepreneurial team to learn form and adapt to changes in the external market involves all four dimensions of intuiting, scanning, internalizing and routinizing. Intuiting involves drawing on prior knowledge to create new opportunity sets, and skills. These ideas and skills are then tested in the market, through scanning and market research. Internalizing allows the entrepreneurial team to question taken for granted assumptions, as existing ways of working and views of the world are continually adapted. Finally, routinization is the process whereby the entrepreneurial team accumulates a situated knowledge of the changing world around them, and in the process, frees up valuable cognitive resources, needed in the continual process of intuiting, scanning and internalizing.

It is argued that the adaptability of entrepreneurial ventures hinges on all four processual dimensions.

The purpose of this paper is to create knowledge on the intuitive global sourcing process applied by small and medium-sized enterprise (SME) managers.

This study reports on qualitative inquiries with experienced sourcing managers from 10 SMEs in the textile industry. The study follows a three-step semi-structured interviewing process, allowing us to gradually unveil the detailed nature of the intuitive supplier selection process.

Nine of the 10 SMEs rely on a highly intuitive supplier selections process, where one supplier at a time is gradually taken into the exchange while testing the supplier’s behavior. The process consists of an early heuristics sub-process, which gradually switches over to a more advanced intuiting behavioral pattern-matching process.

Most OM/SCM research has treated global sourcing and supplier selection as a highly rational, analytical and deliberate optimization problem. This study uncovers a completely different, and frequently successful, intuitive process, which could inspire managers in companies of all sizes, faced with high uncertainty about global supplier selection decisions.

Intuition has recently been adopted in the global sourcing literature. However, this study is the first to offer detailed insights into a predominantly intuitive global sourcing process, specifically as it is managed by SMEs.

This case describes an innovative response-modeling project at INTUIT. The case can help students understand the basics of (and the issues surrounding) response modeling, an important tactic in data-base marketing.

Guided by the proposed opportunity and resource integrative entrepreneurial growth model, the purpose of this paper is to explore how different opportunity type firms grow integrally and what the laws for different opportunity integration growth modes are.

A multiple case study on six firms in information and communication technologies industry in China is conducted.

Three types of entrepreneurial opportunities exist. These are identification type opportunity, discovery type opportunity, and creation type opportunity. Entrepreneurship among the three types of entrepreneurial opportunities operates under different laws. For each type of entrepreneurial opportunity, firms need to balance the two growth modes, namely, the opportunity identification and assessment/resource allocation mode and the opportunity utilization and resource identification/acquisition mode, in order to achieve a leveraging effect.

Vertical comparison is missing.

Firms need to balance the two growth modes, namely, opportunity identification and assessment and resource allocation mode and opportunity utilization and resource identification and acquisition mode, to achieve leverage effect.

This paper integrates system theory with entrepreneurship research and proposes the opportunity and resource integrative entrepreneurial growth model. This model is helpful, both in aiding firms to follow the laws for entrepreneurial opportunities and to identify entrepreneurial opportunities. The business model plays a vital role in entrepreneurship. Firms taking advantage of the Internet of Things are more likely to gain a competitive advantage and to achieve success in their entrepreneurial activities.

Most academic work usually explains organizational learning as a simple translation of individual learning. To fill this gap, this article focuses on the analysis of organizational learning as an iterative process in which group learning level is important. In this way, the model of organizational learning and knowledge generation presented in this article integrates the ontological and epistemological dimensions of knowledge and may be useful for knowledge management in organizations.

Leading businesses are learning how to use the engagement experiences of individuals and communities as the new basis of their value creation for customers. This paper aims to look at this issue.

To initiate and implement this co‐creation model, especially in established organizations, the paper proposes adopting a new mindset.

The paper finds that once leaders recognize the “interactions among individuals everywhere in the system” as the new locus of value creation, it stands to reason that organizations must be designed to function around them.

In the co‐creation paradigm, value is a function of experiences other than the product itself, such as web platforms and environments for consumer interactions with the product and with a community of other users. Intuit's www.intuitlabs.com is another good illustration; there, Intuit's internal engineers get a fast, direct connection to customers, and the community of customers connects to the “makers” of Intuits offerings.

Becoming a co‐creative organization is impossible without the active involvement of managers at all levels and every employee who interacts with customers – from the call center operator to the service mechanic, from the sales representative to the logistics manager, from the software engineer to the product developer.

The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition.

The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change.

Investigating whether dual process theory is sufficiently clear, the authors found ambiguity. Specifically, the current definition provided by Dane and Pratt is not clear in terms of its four sections: the consciousness of non-conscious processing, involving holistic associations, that are produced rapidly, which result in affectively charged judgments. Finally, the authors note that the evolutionary perspective is missing and they provide foundational concepts for such a perspective, including the discussion of information templates, memes and genes, as argued by research, condition intuition.

The paper finds that an evolutionary perspective develops a picture of intuition as an adaptive resource. This evolutionary perspective is currently absent in research and the authors provide foundational concepts for such a perspective. They propose specific arguments to highlight the evolutionary perspective.

The purpose of this paper is to present a case study of a specialist at a research institution turned into an unwilling manager who lost her Jungian self under the managerial persona and shadow pressures of the organization. The findings lead to a personal development model.

The problem and solution are translated into Jungian language, which fits with the Buddhist approach chosen by the interviewee. The case study looks for answers to questions: How responsible should individuals be? How far should they go: blow the whistle? Is responsible leadership possible in an organization whose ego is in the powerful grip of its persona and shadow? What is the role of individual/group/organizational/societal unconscious in striving for responsible leadership? Can an organization become aware of its persona and shadow and develop into an enlightened self?

Individuals can take responsibility for the less powerful but not always for the more powerful. Whistle‐blowing may be counterproductive. Responsible leadership is possible, if individuals/groups/organizations/societies are mature enough to become aware of their persona and shadow to free this energy for responsible behaviour. A Jungian‐Buddhist personal development model is built.

Single case study results are not generalizable, but the presented problem may be common in research organizations. The model requires further empirical support.

Holistic personal development: “Loose (don’t lose) your self. Shelve your persona! Don’t fear your shadow; learn to know it!”

The paper presents a novel account of presenting and solving a real‐life managerial problem through integrating Buddhist and Jungian knowledge, and introducing a Jungian‐Buddhist model.

Anyone who engages with ideas in the context of everyday work is engaged in idea work. Building on Jung’s psychological theory of types, we theorize about the fundamental processes underlying one’s generative capacity, and in turn, one’s ability to generate ideas and engage effectively in idea work. Moreover, we provide further insights regarding creativity and innovation in everyday work practices as well as discuss considerations for the design of environments and tools that are conducive to idea work.

This paper aims to conceptualize the role of leadership in organizational learning processes in multinational companies (MNCs). The authors present a model describing how managers in an MNC facilitated transitions between sub-processes of organizational learning at several organizational levels.

The authors collected data from the plants of a global process company in Norway, Brazil and China. Observation, in-depth interviews and archival material enabled one to reconstruct the organizational learning process over a period of 30 years as the company developed its own tailor-made improvement programme.

Based on the data, the authors describe the role of leadership in linking the sub-processes of organizational learning as orchestration, sponsoring and persistence. Orchestration included creating faith and optimism and designing the organization to allow close cooperation between operators and managers in the sub-process of experimenting. This eased transferring and institutionalizing in the global organization. Sponsoring included structural changes to support transferring and the demonstration of dedication to improvement programme values. These factors were important for institutionalizing. Persistence involved the continuous focus on adjustment of the improvement programme, which then facilitated further experimenting.

Firstly, this study suggests that activities and decisions in one sub-process have important implications for the following sub-processes. Secondly, this study indicates that leaders’ role in facilitating the transitions between sub-processes extend beyond their individual traits and behaviour, which previous research had focused on, and includes decisions concerning organizational structure and culture that help link social and organizational learning.