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Social entrepreneurship (SE) is an emerging social phenomenon gaining tangible traction for its ability to tackle complex social and environmental problems against a backdrop of global sustainability challenges. This paper aims to unpack SE intentions, mindset and motivations to elucidate “why” and “how” social entrepreneurs (SE) initiate, perpetuate and sustain pro-social entrepreneurship activity. It specifically asks why SE do what they do, how they develop and sustain pro-social entrepreneurship action and how these normative drivers affect the social change process.

This qualitative research adopts an exploratory multiple case design approach in examining the tacit experience of eight SE tackling complex water, sanitation and environmental challenges in Indonesia, and combines this with scholarly insights from multiple bodies of knowledge. Case studies include six SE recognised by the Ashoka Foundation and two lesser-known “social enterprises” to enable finding patterns across the cases and compare key differences between pro-social and conventional entrepreneurship. Triangulating semi-structured interviews with secondary data analysis and semi-ethnographic fieldwork observations, this paper provides a rich theoretical and empirical basis to understand the emerging transformative potential of SE in tackling a range of sustainability issues.

Interviews with eight SE highlighted their intentions to advance inter and intra-generational equity, social justice and sustainability, bringing socially embedded empathetic values and a growth mindset to overcome challenges associated with disrupting existing social order. Direct engagement with the SE revealed 10 critical enabling factors to foster future SE potential, namely, individual background and experience, unmet social needs, empathy, sense of belonging, willingness/passion to alleviate other’s suffering, growth mindset, internal/external catalysts, intrinsic and extrinsic needs, beliefs and goals and declaration of a social mission to ensure consistency in behaviour and action. This demonstrates that while SE are motivated by a variety of self and other-oriented mechanisms, it is ultimately the process of developing empathy, a growth mindset and declaring a social mission that drives and sustains pro-social entrepreneurship action.

The output of this research is a new intentions model, which outlines the 5 phases of enterprise development and 10 critical enabling factors to foster future SE potential. These insights are critical to leveraging the emerging transformative potential of SE in tackling the world’s most urgent sustainability issues.

The paper presents a deep analysis of data on individual background, experience and characteristics in developing a new SE intentions model.

The distinct focus on inputs over processes and outcomes answers to a highly elusive topic while offering an alternative approach to understand how SE create remarkably different strategies, processes and outcomes to conventional developmental approaches.

The purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success, and investigate how team commitment moderates the relationship between team trust and team action listening.

The authors explored listening in teams in the field and in the lab, both qualitatively and quantitatively, through studying 474 team members representing 100 teams. The authors tested the hypotheses by structural equation modeling augmented with in-depth team interviews.

The findings showed that: teams demonstrate that they listen by taking action, teams that exhibit action listening are more successful, there is a direct relationship between team trust and team action listening and team commitment negatively moderates this relation in larger teams.

Managers should encourage taking action in team discussions. Yet, they should be wary of the detrimental effects of team commitment to team action listening particularly in teams with high trust. Commitment increases the risk of groupthink and decreases the participation to team discussions and listening. In particular, managers may benefit from keeping the team smaller, as in large teams, commitment suppresses the relationship between trust and team action listening.

This study extends research on team listening by adding the action aspect that distinguishes successful teams. It is one of the first to investigate the interrelationships between team trust, commitment, team action listening and success in teams.

This paper aims to explore the potential of implementing an action competence teaching model as a framework for achieving sustainable development goals (SDGs) in higher education. The paper seeks to draw insights from the students on the potential of this teaching model.

The study adopted a quantitative research design in exploring the potential of an action competence teaching model. This study used self-report measures to obtain insights into the objective of the study.

The action competence teaching model was seen as useful in equipping students with knowledge about a problem, confidence and willingness to act. However, some issues like the design of the projects, teamwork and instructional practices were identified and discussed.

To the best of the authors’ knowledge, this study is the first to implement an action competence teaching model to help draw insights from students on its potential. This paper documents certain aspects of action competence that require attention before being implemented in higher education. This information so far lacking in scientific literature contributes to ongoing discussions on SDGs while unveiling strengths and weaknesses to be considered.

This exploratory study examined the leadership education potential of sexual assault prevention training via a prevention approach that expressly constructs bystander education as a leadership issue. Evaluation of the Mentors in Violence Prevention (MVP) program offers a practical application of a leadership education approach through a feminist lens, a framework recently advocated by Iverson, McKenzie, and Halman (2019) to better prepare student leaders for active engagement with the central social issues of their time. After undergoing one-day MVP leadership trainings, student leaders (n = 239) evidenced positive gains in such areas as leadership readiness in gender violence prevention, confidence as bystanders, and a willingness to help others. Results also suggest that participants’ prior knowledge, leadership background, and peer group membership shaped their engagement with the program. As a feminist method, MVP worked well for both women and men and across students’ varying racial/ethnic identities, but differences by peer group reveal areas in which additional research and intervention programming may be needed.

In a world of increasingly global commerce, individual managers frequently migrate permanently to a new place of work. Over time, they acculturate—they learn and acquire the values of their host culture. The differences between national cultures' norms concerning the morality of questionable (by North American norms) accounting practices, and the ways in which individuals' beliefs about the morality of such action change as they settle into a new culture, are not well understood. This paper presents an exploratory study of the acculturation process with respect to accounting ethics of Chinese managers moving to Canada for an extended period of time. We test for two effects: first, for differences in ethical perceptions and intentions between members of the two cultures resident in their country of birth, and second, the effect of a significant acculturation effect on the Chinese group resulting from their living in Canada and studying in a North American MBA program for approximately one year. We find two acculturation effects. First, Chinese managers perceived a questionable cost accounting allocation to be more ethical than the Chinese in Canada. Although there was no significant difference in an overall measure of morality, investigation of this effect among various moral schema identified some perceptions of utilitarianism, moral Tightness and self‐interest to be significantly different among those Chinese who had spent one year in Canada compared to those in China, and closer to the beliefs of the Canadian‐born managers. We also found an acculturation effect relating to intention to take a questionable action. While there was no significant difference in intention between the Canadian‐born and Chinese in China, the newly‐arrived Chinese in Canada were significantly more willing to take the questionable action. This result was robust to controls for social desirability bias, gender and work experience. We conclude that reasoning processes differ between Chinese and Canadian managers, and are affected by an intense one‐year acculturation process (the first year of a North American MBA program). However, the acculturation process of the Chinese in Canada appeared to result in their greater willingness to undertake a questionable cost allocation than either their Canadian‐born or Chinese in China colleagues.

Stakeholders often engage in actions aimed at either benefitting or punishing firms for their behaviour. Such behaviours can have very serious implications for various types of firm performance, including financial performance. Though one might expect that the investigation of possible precursors of such “stakeholder action” would be a priority of researchers in stakeholder theory, to date research within the stakeholder literature directed towards understanding stakeholder behaviour has been somewhat scarce. In this chapter, I present common themes and assumptions that prevail in the existing research on stakeholder action, identify certain important questions concerning such assumptions and suggest avenues for future research on stakeholder behaviour.

In the event of a hazardous chemical release incident in the UK, affected members of the public would undergo improvised and interim forms of decontamination (the “Initial Operational Response” (IOR)). To enable members of the public to take recommended actions quickly, the Home Office and National Chemical, Biological, Radiological and Nuclear Centre have developed the “Remove, Remove, Remove” pre-incident information campaign. This is designed to raise awareness amongst a broad range of people with a public safety role, as well as members of the general public. The paper aims to discuss these issues.

Public perceptions of the utility of “Remove, Remove, Remove” pre-incident information materials were assessed using focus group discussions and questionnaires.

Perceptions of the “Remove, Remove, Remove” campaign poster were generally positive, and the groups agreed that releasing this type of information prior to an incident occurring is a positive step. There was consensus that the poster contains useful information, and that members of the public would benefit from receiving this information prior to a chemical incident occurring.

The findings from this study have been used to inform the development of the “Remove, Remove, Remove” materials. These materials have been disseminated to all emergency services in the UK to further embed IOR principles, as well as to crowd safety professionals.

The purpose of this paper is to investigate what drives people to show a willingness to mitigate the effects of climate change. To accomplish this goal, this research uses the theory of planned behaviour to examine whether attitude towards climate change, subjective norm and perceived behavioural control are potential determinants of a pro-environmental intention and thus a pro-environmental behaviour.

This explanatory paper applies a Fuzzy Set Qualitative Comparative Analysis to identify the key drivers of pro-environmental intention and behaviour. A non-probability convenience sample of 481 Egyptian respondents was collected.

This study finds that awareness combined with a willingness to pay to mitigate climate change are key drivers of pro-environmental intention. Moreover, personal responsibility and confidence in the ability to mitigate climate change also trigger climate-friendly intentions. Finally, it is found that societal engagement and willingness to take action increase the propensity to exhibit pro-environmental behaviour.

The results of our analysis cannot be generalized to the Egyptian population as a whole as our sample only comprises a sample of Egyptian students.

This paper is novel as it is the first that applies Qualitative Comparative Analysis to the Theory of Planned Behaviour. By doing so, the paper sheds light on the understanding of key cognitive, social-psychological and behavioural factors which lead to environmental actions. Hence, it provides policy-makers with a framework to support a more sustainable society.

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

Implementing climate change adaptation measures immediately is considered both to minimize considerably negative impacts on biodiversity as well as on outdoor recreation in protected area management. This study aims to give answers, why, however, climate change issues receive very limited implementation by practitioners in day-to-day-management.

Using a motivation model by Rheinberg (2006), a more differentiated understanding was gained why stakeholders took almost no action regarding climate change adaptation. A participatory spatial scenario method including a map exercise was used to motivate stakeholders to develop, discuss, exchange and negotiate strategies under different possible future developments and their implementation in protected area management.

According to the motivation model, taking action is dependent on a number of factors and will only happen when all correlations are positive. It can be shown that for adaptation to climate change, concerning almost all of the various factors, no stimuli existed or actors expected a positive outcome when taking action. More motivation was generated for halting the loss of biodiversity and visitor management. In the participatory spatial scenario planning work, stakeholders from different sectors and decision-makers found consensus to implement integrated strategies, considering adaptation to climate change, reduction of greenhouse gases, better protection of biodiversity and different future developments in outdoor recreation activities.

The paper demonstrates the importance of single motivation factors such as perceived competence, abilities to act and perceived positive outcomes including rewards for taking action. Using participatory spatial scenario planning methods can be powerful tools to stimulate joint action, though implementing organizations must be willing to make real use of the outcome of such work.