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This chapter dwells on the use of music as a metaphorical tool to help organisations grapple with the intricacies of working within an environment that is unstable and more and more prone to rapid changes and the subsequently induced alteration of company focus and direction. This is not to say that strategic planning or delivery is musical but to provide the reader with a distinct and intriguing cognitive aid. Three types of music are considered (classical orchestral, popular music (pop), and jazz). Each metaphor helps to reveal alternative approaches to leadership but more specifically strategic development. This is, moreover, not offered as a template for success just the building of possibilities by using music as a different lens through which to scrutinise the strategic field. Areas highlighted in this reflective chapter are the role music can play to help understand the role of staff collaboration and learning. In addition, an understanding of the ways in which humans remember and relate to dynamic organisational life and the need for anchor-points to help with memory. Music provides both the possibilities of collaboration and soloing, or, put in another way, leadership, and followership as well as the ways in which listening, unlearning and collaboration aid the development of a more emergent, flexible dynamic organisational strategic development and policy.

Deliberate practice, an iterative process, has garnered increasing attention of researchers and practitioners in entrepreneurship and business domains in the recent years. However, research studies are on rise that found its positive correlates with superior performance. Nevertheless, whether the relationship always holds positive is an intriguing question that wedged the authors’ attention to probe the causal mechanism that might scrutinize the association otherwise. The purpose of the study is to build on the social cognitive theory and the attribution theory to project that deliberate practice deteriorates innovation performance due to augmented creative self-efficacy (CSE). While, individuals who draw on their mindfulness can overcome the harmful effects of increased CSE on innovation performance, subsequently translating deliberate practice into enhanced innovation performance through CSE.

The authors gather data from 312 entrepreneurs in the small and medium enterprises using a time-lagged research design and analyze the results using SmartPLS (v 4.0).

The findings reveal that deliberate practice significantly affects CSE of entrepreneurs. Besides, deliberate practice negatively influences innovation performance through CSE. In addition, the study finds that mindfulness significantly moderates the relationships between CSE and innovation performance and deliberate practice and innovation performance through CSE.

This is the first study that examines a moderated mediated model of CSE as a deteriorating agent and mindfulness as a coping mechanism between deliberate practice and innovation performance of entrepreneurs. The study highlights several essential theoretical and practical implications.