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In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to make new strategic moves possible. The authors contribute to the routine dynamics research program, by showing how the dynamics of routines, in a strategy context, shape strategic outcomes: the authors describe four strategizing routines – distancing, evaluating, experimenting, and re-assembling – as a particular promising focus for routine and strategy research. The authors discuss executive management’s enactment of such routines as part of their strategy work. The authors show how routine enactment makes entrepreneurial agility and new strategic moves possible. By exploring the dynamics of strategizing routines and their impact on strategic outcomes, the authors at the same time benefit from and contribute to the strategy-as-practice research program. Empirically, the authors study how the executive management of Hoechst AG successfully made unthinkable new strategic moves possible, discussable, and realizable in the context of the corporation’s strategic transformation between 1994 and 1996.

The purpose of this paper is to explore the concept of strategic management accounting (SMA) in an English university. It is in search of and investigates SMA practices and processes, and their meaning to participants in an English university context. The higher education (HE) institution under research had gone through a major change a couple of years prior to this study, including implementation of new strategic management and management accounting practices.

The approach taken is an interpretive one and the adopted methodology is grounded theory according to Glaser's evolved approach. Data collection took place largely through interviews and, where possible, participant observation.

The main findings of the research concern the core concept of the strategising mindset, which encapsulates the institutional, divisional and individual stance towards strategy and SMA. The strategising mindset is understood as the belief system that is adopted with regard to SMA, which is divided into a bureaucratic and an entrepreneurial mindset. According to the respective mindset, accounting for strategic management is dealt with and institutional members' perceptions of SMA are shaped. The particular mindset adopted depends on the context members were and are functioning, which reflects Bourdieu's theory of practice.

The main contributions are the emergent theoretical framework on SMA in HE, the concept of the strategising mindset and resulting views and conclusions on what SMA actually means in practice. To the authors' knowledge, no such theoretical framework has been published to date.

The purpose of this paper is to present the findings of a field study, investigating accounting, strategising and accounting for strategic management and power structures in the Jordanian higher education (HE) sector on the basis of Bourdieu’s theory of practice.

This paper adopts an interpretive stance, seeking to investigate the perceptions of actors in the field, with regard to accounting, strategising and accounting for strategic management in HE. The adopted methodology is adapted grounded theory, as this study assumes a prior theoretical stance of Bourdieu’s theoretical concepts. Data were collected through participant observation in meetings, at the workplace, interviews and documentation.

The main findings of this paper reflect how strategising and accounting in practice manifest themselves in the Jordanian HE sector. Bourdieu’s theory of practice sets the meta-theoretical context of the current study, with field setting the scene, and habitus being represented in the strategising mind-set participants adopt. The mind-set determines how strategic management accounting is perceived and dealt with. Strategic management accounting takes place at varying degrees. The power structures that influence and determine strategising and accounting in support thereof are researched on the basis of Bourdieu’s forms of capital. Different forms of capital matter in the HE sector determined by fields’ doxa.

The researcher is a part of the field, the Jordanian HE sector; thus, their habitus has been exposed to its characteristics and features. Thus, certain internalised structures and experiences needed to be challenged for this analysis, which was not an easy task.

This study investigates accounting, strategic management and power structures in HE, and it highlights the different power structures, using Bourdieu’s forms of capital, which offers a great insight into how different cultures approach similar issues.

The purpose of this paper is to explore uncertainty-coping strategic actions in the internationalisation strategy of entrepreneurial ventures, encompassing born globals/international new ventures, enduring established internationalisers, old born globals, born-again globals and micro-multinationals.

The authors developed a qualitative exploratory study applying a grounded theory approach to ten entrepreneurial firms to investigate the strategies they adopted to cope with Knightian uncertainty in international markets.

The global niche strategy emerged as a successful path to deal with uncertainty in smaller firms’ internationalisation. The authors uncover the components of this strategy, namely the creation of markets, the focus on global clients and the control of technology.

The contribution of this paper consists in exploring how entrepreneurial firms cope with uncertainty through a global niche strategy and in outlining its main components. The authors develop a model of smaller entrepreneurial firms’ international strategising under this perspective. The research thus links together international marketing and strategy with (international) entrepreneurship studies.

Entrepreneurial firms are vital to economic growth because they bring creative insights and unique capabilities to the marketplace. The content of entrepreneurial firm strategies reflect the unique opportunities that the technological breakthroughs, operational efficiencies, and/or marketing genius of entrepreneurial firms bring into existence. Entrepreneurial firms are at the forefront of creating new classes of products and services, and sometimes even new industries. With them, they often bring new methods of competing. Volume 11 identifies several strategic dilemmas and strategic choices that organizations face in their efforts to be more entrepreneurial. It concludes with a lively debate between well-known scholars regarding the best ways to advance entrepreneurship as a scholarly field.

So far, in Chapters 1 and 2, we have explored the scope and power of entrepreneurship in policing and criminal contexts, and in particular, entrepreneurial policing, as well as having examined the inherent cultural and organisational dynamics within the service which make its implementation problematic. In Chapter 3, the author looked at how the philosophy and practice of entrepreneurial leadership has initiated entrepreneurial change in respect of organisational governance; and, in Chapter 4, the author examined the related concept of criminal entrepreneurship and established that there is also an inherent entrepreneurial nature to crime and in particular organised crime. This inherent phenomenon is also present in ordinary disorganised crime. Accordingly, the author developed an enterprise-based ecosystem model of crime and discussed what this means in terms of the entrepreneurial organisational capabilities of the police and in turn how this affects how they interdict serious and organised crime. There is a palpable mismatch. In Chapters 5 and 6, the author turned to further explore how the service can inject entrepreneurial vigour into its structures, philosophies, and everyday practices, processes, and procedures by understanding the mismatch and taking steps to initiate change. In Chapter 7, the author draws the threads of the argument together by discussing the critical need for change and provide suggestions on how to overcome obstacles and difficulties. This will entail reversing the cultures of risk-aversion, anti-entrepreneurialism, anti-intellectualism and by learning to lead entrepreneurially. Policing is a complex social process which changes as a result of social pressures and political changes and accordingly the author briefly examines some important changes brought about by the global Covid-19 pandemic which may change the way the police in the twenty-first century. Finally, the author ends by considering how to move towards a more entrepreneurial future in policing and criminal contexts.

The idea of “creating something from nothing” resonates strongly with the creation process associated with artists. The Levi-Strauss and Baker and Nelson discussions also refer to entrepreneurial bricolage as something that entails a “make do with what is at hand”. The purpose of this paper is to investigate how artists utilise bricolage to create projects and develop their skills. Little is known of their perceptions of entrepreneurial behaviour and bricolage, and how they construct these bricolage networks. The tension between sharing, creating and to maintain a personal brand is negotiated by leveraging these bricolage relationships.

In-depth interviews with artists that actively make a living from their involvement in the creative industries were conducted. This provided insight into their perceptions on networking and bricolage. Since networking is such an individual and interchangeable process the interviews allowed the author to unravel these complexities of the relationships.

The findings produced two themes. The first, demonstrated the entrepreneurial behaviour of these artists and their unique contributions. The second theme involved the bricolage relationships formed to overcome resource constraints. The collaborative nature highlighted the co-creation relationships that are strategically formed to provide long-term opportunities and sustained working relationships.

This study contributes to literature on bricolage, management, creative industries and entrepreneurship in non-traditional settings.

This study contributes to theory on bricolage and entrepreneurial behaviour in small enterprises and creative industries. Artists can benefit from the knowledge to build strategic networks to secure future work.

Educators can use this information to prepare aspiring artists to create more independent and/or interdependent entrepreneurial projects.

This work encourages further cross-disciplinary research on the arts, entrepreneurship, networking and small business studies.

This paper aims to extend current understanding about the relationship between human capital and new venture performance. Human capital has increasingly become one of the critical intellectual resources in enhancing firm's success, however little work has been done in enriching the knowledge of this link from a small entrepreneurial new venture context. Many researchers have studied human capital from various angles, but few have analyzed human capital's influence on firm performance from entrepreneurial competence, motivation and creativity perspectives to ascertain their effects on new venture performance, including profit generation and patent creation.

This study was conducted using 155 small technology‐based new ventures located in government incubators on university campuses throughout Taiwan.

The authors found that entrepreneurial experience, manpower and creativity have positive impact on new venture's performance assessed by using profitability and patents creation as the criterion variables. Amongst all predictors, entrepreneurial manpower was found to have the strongest effect on both profitability and patent creation. The most interesting finding, however, stemmed from a component of entrepreneurial motivation the authors created, pioneering motivation. This unique form of motivation, to explain the extreme determination and time involved in starting a new business, was found to have a significantly negative effect on patent creation.

This study identifies the variety of entrepreneurial human capital and the importance of human capital's multidimensionality in entrepreneurship research. In this paper, the authors integrated some meaningful components of human capital which have been neglected in previous entrepreneurship studies. The paper's findings add to knowledge of how investments in entrepreneurial human capital, such as work experience, manpower, and creativity, influence performance outcomes at the early stages of the entrepreneurial process.

This paper provides a useful guideline for entrepreneurs by investigating new venture performance with seven less‐emphasized but important components of human capital. The authors identified the most influential components of entrepreneurial human capital (i.e. experience, manpower, and creativity) that a new venture should cultivate for improving its performance.

The time is right for a theory on strategic entrepreneurial ecosystems and business model innovation. Both topics have increased substantially during the past couple of years due to their strategic nature. This means they are uniquely placed to provide practical advice but also theoretical development. This chapter discusses the theory in terms of how it bridges strategic planning, innovation management, and entrepreneurship literature. Thereby propelling the field of entrepreneurial ecosystems further by suggesting it has both a strategic and business model perspective. This chapter argues the reasons for a new theory to be developed in order to maintain the relevance and practicality of the entrepreneurial ecosystem literature.

This paper aims to identify how mind-power ability and its underlying elements, acting as drivers, impact managerial, and individual performance levels among achieving entrepreneurs in South Africa.

The study adopted a qualitative approach and included 15 male entrepreneurs who were purposively selected based on the study’s requirements. The primary data was collected through semi-structured one-on-one interviews, and interpretative phenomenological analysis served as the primary method of data analysis.

Findings from this study suggest that mind-power ability as an accustomed performance factor does indeed exist – and consists of a unique group of accustomed underlying elements – that significantly affects and contributes to both the managerial and individual performance levels of achieving entrepreneurs in South Africa.

The strategic implementation of mind-power ability as a performance enhancer serves as a valuable aspect in the arsenal of achieving entrepreneurs. However, this study was limited to the opinion of a small sample of participants in a specific field. Also, the phenomenological nature of this study requires the researcher’s interpretation of results to be viewed as the truth.

The study provides a new perspective and validates how the strategic implementation of mind-power techniques can boost entrepreneurial performance all-round. The study also proves new insights into the relationship between mind-power ability and cognitive and motivational processes, and further contributes beyond existing theory.

The study is novel and provides new insight into the strategic implementation and powerful effects of mind-power ability in entrepreneurship.