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The purpose of this study is to examine various key aspects associated with entrepreneurs’ behaviour following a long-term crisis. Specifically, the study compares the perceptions of female and male entrepreneurs operating in Cyprus and Greece concerning success factors and firm performance in the aftermath of the global financial crisis. Conceptually, the study considers the organisational adaptation literature (Miles and Snow’s typology).

The views of female and male micro and small firm owners-managers operating in Greece and Cyprus, a total of 406, were gathered through a questionnaire. To analyse the quantitative data, independent samples t-test and exploratory factor analysis were applied.

Participants’ responses reveal similar levels of perceived importance between genders regarding adaptive measures and strategies to confront a long-term crisis, as well as perceived firm performance. Nevertheless, exploratory factor analysis highlights differences in how male/female entrepreneurs perceive actions that, as in the case of financial management, can safeguard the immediate outlook of the firm.

While scholarly discourses on gender and entrepreneurship abound, important knowledge gaps still exist, for instance, in entrepreneurs’ problem-solving strategies adopted by female and male entrepreneurs following crises. In addressing this scholarly gap cross-culturally, that is, drawing on cross-national data (Cyprus and Greece); the present study makes an important contribution. Empirically, the study ascertains similar entrepreneurial behavioural characteristics between female-male entrepreneurs. Theoretically, the study validates Miles and Snow’s typology and develops a theoretical framework linking the typology and dimensions emerging from the empirical findings.

The present article seeks to further the analysis by examining the epitext employed by the press seeing as the epitext in the digital spaces might have given Animal Farm and its Thai re-translations a new lease on life.

The interest in the study of translation and paratext has primarily been in analysing peritextual material of translated texts, not on the epitext, the distanced elements located outside the book. To add to a limited amount of research into epitext, this study focusses on the element that is external to the published re-translations: the news items published by the media in the Thai and English languages from May–June 2019, immediately after the Thai PM’s book recommendation.

These news items, as an epitextual element, primed, explained, contextualised, justified and tempted readers. The “Afterlife” of Animal Farm in Thailand is sustained by political upheavals and re-translations. Rather than through their textual qualities, the re-translations of Animal Farm compete with each other through epitext.

In discussing literary re-translation of Animal Farm in the digital age, Genette’s categories of paratextual field are not without their merits. The materials examined in this article are posted by web administrators with collective identity or institutional affiliation. In some of these news items or articles, materials created by different paratextual creators are selectively coalesced within a singular textual space. The site users or news readers encounter various elements in the texts that had been curated by journalists. In other words, these elements had been consciously crafted.

The purpose of this inductive, exploratory study is to provide foundational insights into the role of management control in dealing with dysfunctional behaviour within accounting schools in changing environment of Australian universities.

Evidence is drawn from semi-structured interviews with 28 current or previous heads of school, research deans, deans of teaching and learning, school managers and human resource managers from 16 Australian universities and interpreted from the theoretical perspective of rational choice theory.

The findings suggest the incidence of a range of dysfunctional behaviours occurring in accounting schools. Even when such behaviours are limited in frequency, their consequences are nevertheless found to have far-ranging and potentially destructive change impacts for both individuals and the university. Formal management control systems designed to address such behaviours are perceived to be largely ineffective in identifying, managing, eliminating or even mitigating the consequences of such dysfunctionality. Instead, it is informal control processes that are preferred in dealing with dysfunctionality.

This study enhances our understanding of the role of management control in dealing with dysfunctional behaviour within university accounting schools, and points not only to the difference between the design and use of management controls but also to the implications of this disconnect between the underlying intent of control design and their actual use in the context of environments that are subject to significant change.