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A broad range of policy evaluations below is begun in Chapter 2 by Kate Johnston, Colette Henry and Simon Gillespie in their evaluation entitled ‘Encouraging Research and Development in Ireland's Biotechnology Enterprises’. This investigation critically evaluates Irish government policy towards biotechnology development over a preceding 10-year period. In Chapter 3, Anthony Ward, Sarah Cooper, Frank Cave and William Lucas examine ‘The Effect of Industrial Experience on Entrepreneurial Intent and Self-Efficacy in UK Engineering Undergraduates’ in a large-scale study that generally produces satisfactory results in terms of raising the profile of entrepreneurship among undergraduates. Deirdre Hunt, in Chapter 4, again focuses on the evolution of strategy in Ireland, this time towards the more general topic of new firm formation with a personal contribution entitled ‘Now You See Them — Now You Don’t: Paradoxes in Enterprise Development Strategy: The Case of the Disappearing Academic Start-Ups’.

This paper aims to explore the sequential effects of employee perceptions of corporate social responsibility (CSR), organizational identification (OI), higher-order quality-of-work-life (HQWL) and intention to stay (IS).

The survey responses were gathered from employees of a casino hotel company in the USA. All hypotheses were tested via structural equation modeling.

The results demonstrated that ethical and philanthropic CSR dimensions had significant direct effects on OI and indirect effects on HQWL via OI. OI had positive effects on HQWL (directly) and IS (directly and indirectly via HQWL). Both ethical and philanthropic CSR dimensions indirectly influenced IS via OI and HQWL, while economic CSR had a significant indirect effect on IS via HQWL.

This study addressed the lack of theory-driven empirical work on the relationship between CSR and employee retention by presenting new insights into how different dimensions of CSR can contribute for improving employee HQWL and IS via OI based on social identity theory (SIT) and social exchange theory (SET). In this study, the results may not generalize to other countries and cultures because the data arises from a casino hotel in the USA.

Based on the results, hospitality companies can improve employee OI, HQWL and IS by more effectively implementing different types of CSR programs.

This study provided support for the positive influence of CSR initiatives on hospitality employees in a controversial sector (i.e. casino hotels) in which there is a lack of empirical research.

This chapter seeks to understand the psychological mechanisms that support entrepreneurial opportunity recognition. That recognition is treated here from the perspective of Kirzner's (1979) entrepreneurial alertness, a perspective that calls attention to the unconscious processes of discovery. It begins with the proposition that a substantial fraction of opportunities recognised by nascent entrepreneurs are not conscious in the sense that they are not found through a process that is driven by rational search or even by the conscious focusing of one's attention. A cognitive theory of unconscious recognition and discovery is considered that might then explain this phenomenon, based on the proposition that individuals develop a directed attention through interest and experience to quite specific domains.

In contemporary, complex organizations, “open secrets” may be just as common as intentionally concealed secrets, and are often associated with ethical failures and administrative evil. This chapter explores the ethical implications of open secrets in contemporary organizations and the dynamics by which they can become masked. Both the space shuttle Challenger disaster and Enron's corporate collapse, as well as other similar ethical debacles, show how organizational actors at all levels can promote the public interest and recognize ethical issues, only if they require of themselves a broader scope of ethical standards and vigilance that addresses not just individual behavior but also, and even primarily, the organizational and cultural context of values and ethics. The evolution of a moral vacuum within a culture of technical rationality and the resulting ethically deficient organizational dynamics produced the inability to recognize the open secrets that masked the pathway to disaster.

THE serious and intractable housing problem persists to plague governments and embitter citizens. Why this is so can be gleaned from a few statistics.

The last three decades have witnessed a fundamental shift in the structure of many western economies, which have seen a decline in the number of large enterprises and a marked increase in the number of small- and medium-sized enterprises (SMEs) (Cooper, 1998). In1999 there were 3.7 million enterprises in the UK, of which 24,000 were medium sized (50–249 employees) and there were only 7,000 large firms (250 or more); SMEs accounted for 38% of national turnover (Hawkins, 2001). There is growing recognition that the future of work for many will lie in SMEs, as small firms play an increasingly important role in economic development and growth, and opportunities for life-long careers in large firms decline (Cooper, 1997). The rate of technological and economic change will also lead to individuals as well as employers having a greater variety of careers; thus, the concept of the portfolio career is likely to become much more common (Henderson & Robertson, 2000). Such trends imply that the world of work, which today's graduates are entering, is very different from that which their counterparts stepped into a decade ago. Today's resource-constrained small firm represents a fast changing, dynamic environment in need of adaptable, flexible and multitasking employees, who are able to contribute and add value to the organisation from a very early stage. The challenge for education is to develop future employees who not only have the right skills but also the ability to learn from experience and adapt to a dynamic and rapidly changing environment.

The purpose of this study is to present ANTi-microhistory of social innovation in education within Robert Owen’s communal experiment at New Harmony, Indiana. The authors zoom out in the historical context of social innovation before zooming into the New Harmony case.

The authors used ANTi-microhistory approach to unpack the controversy around social innovation using the five-step procedure recently proposed by Mills et al. (2022), a version of the five-step procedure originally proposed by Tureta et al. (2021).

The authors found that the educational leaders of the New Harmony community preceded proponents of innovation, such as Drucker (1957) and Fairweather (1967), who viewed education as a form of social innovation.

The authors contribute to the history of social innovation in education by exploring the New Harmony community’s education society to uncover the enactment of sustainable social innovation and the origin story of humanistic management education.

Direct marketing has developed rapidly over the last 15 years owing to technological change and developments in markets and marketing. In 1086 William the Conqueror created the Domesday Book as a record of what each individual owned. The concept developed by George Orwell in his 1984 novel was one of more sinister surveillance by “Big Brother”. Although marketing might not be seen in either light, it is certainly being manifested in at least a parallel manner. Personalised data are increasingly being integrated via data‐fusion to form the next phase of database provision ‐ biographic information. This paper provides a perspective on these developments and raises a variety of marketing and social responsibility issues that are likely to become salient as we move into a new millennium.

Governments of all political complexions seek economic advantage through supporting high profile projects in the field of high technology. “High tech” becomes a mantra, comprising activities with a wide range of possible outcomes, inevitably demanding large investments, and promising high rewards. It is a relative term and every generation defines its “leading edge” projects in a similar way; although the substantive technology differs, building on the learning previously achieved and assimilated into the paradigm of “normal science”. Some of these projects work, but many do not: some end in spectacular and catastrophic failure. The resulting disasters are subsequently ascribed to exogenous causes, such as “Acts of God”, or are explained as due to the inherently risky consequence of working at the frontiers of new technology and of the dangerous but none the less essential choices made at the political level, without which “progress” would not be achieved. Politicians, technologists and managers bear specific and local responsibilities for the failure of systems on their watch but it is arguably the failure of the academic theorists of disaster to contribute in a more socially engaged way that most supports the ability of society not to hear the messages it wishes to evade.

JACK McCARTHY reports in New york on the problems United States manufactures have in placing the prodcts in right market position.