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The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

Sport startups are a new type of startups that are rapidly emerging in the global marketplace as a way to include digital technology innovations in new business ideas. The idea behind a startup is that an entrepreneurial idea can quickly become reality and lead to more sustainable business ventures. The sport industry is a recipient of many innovations and needs to rapidly introduce these innovations in order to be competitive. This chapter focuses on how startups have emerged and the reasons why they are useful to the sport industry. The role of technological innovations in spearheading change is discussed together with some suggestions for future research ideas.

Entrepreneurship education has been largely treated as a pedagogical “black box.” Despite the emergence of popular entrepreneurship models such as business planning, the lean startup, or business model canvas, neither theoretical nor pedagogical foundations are typically evident. This limits the accumulation of useful evidence that could inform better teaching practices. In this chapter, we develop a set of conceptual models anchored in learning theory regarding how entrepreneurship education should be taught to students. These conceptual models are built on the techniques of entrepreneurship pedagogy such as experiential education. They are developed for three groups of students: students without any entrepreneurship experience, students with previous entrepreneurship experience, and students who are currently running their start-ups. A set of potential variables that could be used for course evaluation purposes is also included. The proposed models meet the needs of students with different levels of entrepreneurship experience. Theoretically, we demonstrate that entrepreneurship students should not be treated as a homogeneous group, as they have different levels of startup experience and different educational needs. Lecturers of entrepreneurship programs could choose the suitable model proposed in this chapter in teaching based on the characteristics of their students. The chapter provides novel insights with regard to how entrepreneurship programs should be designed for students with different levels of entrepreneurship experience.

It is well known that entrepreneurship is a complex phenomenon, which takes place under great uncertainty. Much of the existing research that explores the venture creation process has assumed a linear, unitary process. The proposal presented in this chapter involves the venture creation process viewed as an iterative, non-linear, feedback-driven system called the Startup Path – a framework that brings together the entrepreneur as an individual, with its journey on the venture creation process.