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Addressing a gap in entrepreneurial training programs, the main objective of this study was to introduce a hybrid training model that provides training to entrepreneurs after they have started their operations and before they become large and/or well established. The presented model consist of a full entrepreneurship training program suited to serve entrepreneurs who have been operating for no less than 2 years, have 1–14 employees, and need basic training to further achieve their operational goals. This format allows for progressive learning while encouraging networking among participants. Using a case study, 5 years of data are presented describing this program and its value for its participants including urban entrepreneurs.

Purpose – The purpose of this study is to gain insights into strategies used by entrepreneurs developing radical innovations to influence the system surrounding them. Specific attention is given to determine the differences between environmental-technology entrepreneurs (ETEs) and non-eco radical innovation entrepreneurs.

Methodology/approach – Ten entrepreneurs (five ETEs) in the Dutch greenhouse horticulture sector are selected for this case study. Their motivations and strategic actions are determined through interviews. The results are analysed using an innovation system function approach.

Findings – Radical innovations in the sector encounter barriers due to the lack of relevant knowledge and subsidies that support the old system. To overcome this, the studied entrepreneurs focus their strategies on building new innovation systems. Interestingly, ETEs receive more governmental support and try to improve the sector as a whole. However, sustainability alone is not enough to create added value.

Social implications – Policy makers can provide better support for radical innovations by increasing the availability of relevant knowledge and creating a level playing field. Alternatively, they can present these pioneering entrepreneurs as examples for others to follow. Sustainability has been important in the sector for some time, but until now has not changed the nature of business.

Originality/value of paper – In innovation systems research, the micro-level actions of entrepreneurs have not received much attention. Furthermore, the insights regarding motivations and strategies of radical innovation entrepreneurs in the context of a mature system are novel. Finally, the results regarding barriers for ETEs are an original addition to the theory of barriers for eco-innovations.

The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned entrepreneur regarding his pioneering efforts in the industrial robot industry and the commercialization and challenges of bringing robotic inventions to market. This paper aims to discuss these issues.

The interviewee is Brian Carlisle, President and Co-founder of Precise Automation, a robot manufacturer that specializes in collaborative robots. Carlisle discusses the highlights of his 40-year career that led to groundbreaking innovations in small parts assembly and handling robots, along with some of the challenges. He also shares his thoughts on the future of the industry.

Brian Carlisle received his BS and MS degrees in Mechanical Engineering from Stanford University. After Stanford, Carlisle and colleague Dr Bruce Shimano worked for Vicarm, a three-person company started by robotics pioneer Victor Scheinman. Vicarm was sold to Unimation and Carlisle became Unimation’s Director of R&D where he and his team developed the PUMA™ series of electric robots and grew sales from $0 to $40m in five years. In 1983, Carlisle and Shimano co-founded Adept Technology and as its CEO for 20 years, Carlisle grew Adept to over $100m in robot sales. In 2004, Carlisle co-founded with Shimano, Precise Automation, and is the President and CEO.

Brian Carlisle is a pioneer of the small parts assembly and handling robot. He was one of the key members of the team that developed the PUMA™ robot for Unimation. The PUMA™ robot was the watershed product that launched the assembly robot business in the USA and Europe. At Adept, he led the design of the first Direct Drive SCARA Robot and under his helm, Precise Automation introduced the first commercially available collaborative robots. Carlisle was President of the Robotic Industries Association for three years, is the recipient of the Joseph Engelberger Award for Leadership in Robotics, and an elected IEEE Fellow. He has served on the Board of the National Coalition for Advanced Manufacturing, the Boards of the National Center for Manufacturing Science, the Automation Forum of NEMA and is a founding member of the National Electronics Manufacturing Initiative. He holds multiple patents for robot designs.

Kloosterman, van der Leun and Rath assert they conceptualised the “mixed embeddedness” hypothesis to overcome the shortcomings characteristic of earlier theoretical models of immigrant business enterprise. This article assesses the relevance of this theoretical perspective to explaining immigrant entrepreneurship in a specific host setting with reference to research that spans a number of economic periods and includes both genders and a number of generations. It is argued that, while the “mixed embeddedness” explanation gives a more comprehensive explanation than previous models, it nonetheless fails to explain the wide‐ranging inter‐ethnic variation in entrepreneurial concentration observed among immigrant groups around the world. It contends that the reasons for this are the model’s lack of historical perspective and focus on the lower end of the market. It also demonstrates how the study of immigrant enterprise is advanced by incorporating the agency of individuals into the explanatory process.

The phenomenon of imitation has attracted immense attention in studies of big companies, but it has been largely neglected in the immigrant entrepreneurship research thus far. The purpose of this paper is to address that gap by proposing a theoretical framework for studying immigrant entrepreneurship imitation decisions.

The framework is based on a review of relevant literature covering the issue of imitation within three perspectives: institutional, heuristics of judgement and organisational learning. We validate the framework by juxtaposing it with existing studies on immigrant entrepreneurship, where imitation practices were directly and indirectly referred to. The framework is also initially validated with data from three qualitative studies performed by the authors.

The literature-derived framework consists of three major building blocks (i.e. causes, target and content of imitation) while immigrant-entrepreneurship specificity (ethnic groups and clusters, ethnic identity, generation, and resources) constitutes the context of the framework. The authors formulate 12 propositions on which the framework is based. The specific character of immigrant entrepreneurs' imitation decision is discussed, and differences in that regard between immigrant entrepreneurs and established local businesses are highlighted.

A more diversified sample and quantitative studies are needed to further verify the proposed framework and propositions.

The framework is intended to expedite future research on immigrant entrepreneurs' imitative decisions and facilitate better-adjusted public policy to support immigrant entrepreneurs.

This paper drives attention to a widely used, yet understudied phenomenon of imitation, provides an analytical framework for the study of imitation in immigrant entrepreneurship, provides a preliminary validation of the framework and contributes to a better understanding of immigrant behaviour.

The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry PhD-turned innovator and entrepreneur regarding his pioneering efforts. The paper aims to discuss these issues.

The interviewee is Dr Homayoon Kazerooni, Professor of Mechanical Engineering at the University of California (UC) Berkeley, pioneer and leading entrepreneur of robotic exoskeletons. He is a foremost expert in robotics, control sciences, exoskeletons, bioengineering and mechatronics design. Kazerooni shares in this interview details on his second start-up, US Bionics DBA suitX.

Kazerooni received his MS and PhD in Mechanical Engineering from the Massachusetts Institute of Technology (MIT). He has been a Professor at UC Berkeley for over 30 years. He also serves as the Director of the Berkeley Robotics and Human Engineering Laboratory “KAZ LAB.” The lab’s early research focused on enhancing human upper extremity strength, and Kazerooni led his team to successfully develop a new class of intelligent assist devices that are currently marketed worldwide and used by manual laborers in distribution centers and factories worldwide. Dr Kazerooni’s later work focused on the control of human–machine systems specific to human lower extremities. After developing BLEEX, ExoHiker and ExoClimber – three load-carrying exoskeletons – his team at Berkeley created Human Universal Load Carrier. It was the first energetically autonomous, orthotic, lower extremity exoskeleton that allowed its user to carry 100-pound weights in various terrains for an extended period, without becoming physically overwhelmed. The technology was initially licensed to Ekso Bionics and then Lockheed Martin. Kazerooni and his team also developed lower-extremity technology to aid persons who have experienced a stroke, spinal cord injuries or have health conditions that obligate them to use a wheelchair.

In 2005, Kazerooni founded Ekso Bionics, the very first exoskeleton company in America, which went on to become a publicly owned company in 2014. Ekso, currently marketed by Ekso Bionics, was designed jointly between Ekso Bionics and Berkeley for paraplegics and those with mobility disorders to stand and walk with little physical exertion. In 2011, Austin Whitney, a Berkeley student suffering from lower limb paralysis, walked for commencement in one of Kazerooni’s exoskeletons, “The Austin Exoskeleton Project,” named in honor of Whitney. Kazerooni went on in 2011, to found US Bionics, DBA suitX, a venture capital, industry and government-funded robotics exoskeleton company. suitX’s core technology is focused on the design and manufacturing of affordable industrial and medical exoskeletons to improve the lives of workers and people with gait impairment. suitX has received investment from Wistron (Taiwan), been awarded several US government awards and won two Saint-Gobain NOVA Innovation Awards. suitX has also won the US$1m top prize in the “UAE AI and Robotics for Good” Competition. Its novel health-care exoskeleton Phoenix has recently received FDA approval. Kazerooni has won numerous awards including Discover magazine’s Technological Innovation Award, the McKnight-Land Grant Professorship and has been a recipient of the outstanding ASME Investigator Award. His research was recognized as the most innovative technology of the year in New York Times Magazine. He has served in a variety of leadership roles in the mechanical engineering community and served as editor of two journals: ASME Journal of Dynamics Systems and Control and IEEE Transaction on Mechatronics. Kazerooni has published more than 200 articles to date, delivered over 130 plenary lectures internationally and is the inventors of over 100 patents.

Sustainability has become an ever-increasing issue in today's world. Countries across the world have had to refocus on sustainability due to the new pressures of climate change. In recent decades, numerous different institutions have become the architectural framework for the promotion and implementation of sustainability in society, namely: governments, non-government organizations, universities, social enterprises, and the private sector. One of the key drivers of sustainability is social enterprise education. This driver has become vital in higher education, as it enables the learner to understand the complex processes of sustainability. This chapter critically explores the interlocking relationship of social enterprise and sustainability. The authors of this chapter present findings from their UKIERI research project entitled “The Benefits of Modifying Social Enterprise within Higher Education's Social Sciences Curriculum.” Moreover, the authors argue that social enterprise can have a real influence in the achievement of the 17 Sustainable Development Goals (SDGs), which were set out by the United Nations in 2015.

This study furthers the body of knowledge on entrepreneurial decision-making, entrepreneurial marketing and female entrepreneurs by exploring practical implications of heuristics and biases in female entrepreneurs’ marketing decisions. Heuristics and biases influence many entrepreneurial decisions. Moreover, some of the most important entrepreneurial decisions are marketing-related. Given that the entrepreneurial marketing behavior emanates from entrepreneurial thinking and decision-making, one may conclude that female entrepreneurs’ marketing decisions are susceptible to heuristics and biases. This paper aims to explore the outcomes of heuristics and biases in entrepreneurial marketing decisions.

Data were collected by conducting semi-structured interviews with 19 Iranian female biotech entrepreneurs and analyzed by thematic analysis.

The findings indicate that introducing pioneering products to the market, overestimating product’s market appeal, unprepared entry, underestimating the competition, overcoming entry impediments, entry postponement, growth, success in incremental innovation and failure in radical innovation are the main outcomes of the identified heuristics and biases in the female entrepreneurs’ marketing decisions.

This paper has some precious practical implications for marketers as well as female entrepreneurs running small businesses. Generally speaking, reducing the negative impacts of the identified heuristics and biases of this study while enhancing their positive effects will increase the chances of female entrepreneurs to compete and succeed in tumultuous markets. Furthermore, our most important managerial implication is regarding overconfidence, which was very common in the female entrepreneurs’ marketing decisions by having various positive and negative outcomes. Thus, female entrepreneurs should be careful of this fateful bias in their decisions by knowing the most common signs of overconfidence.

This paper is unique because of not only identifying the main heuristics and biases but also their major outcomes in entrepreneurs’ major marketing decisions. Moreover, this paper is a pioneer in exploring heuristics and biases in female entrepreneurs’ decisions.

This paper examines the socio-ecological co-evolution and transformation of organic pioneers and the organic food market from a politically structuring actor perspective. It aims to identify strategies and activities used to contribute to the change of structures in the organic market and how the companies, in turn, reacted to the structural influence of the changing environment to position their company successfully in the market.

This study is based on interviews with four managing directors who were responsible over several decades for the strategic corporate management of the pioneer companies they founded as (or converted to) organic. Content analysis was used to analyse the data.

Strategic challenges regarding building up, maintaining and using resources, shaping actor constellations, and professionalising management are explained. The analysis demonstrates that also small pioneers have the possibilities and scope to influence and change markets and structures.

The results are significant for developing sustainable transformation strategies for markets, considering the interaction of the micro and meso-levels over time and the role of small businesses that might be struggling with growth and loss of values. The study answers recent calls in the literature to empirically investigate sustainability transformations from a practice perspective and gain insights into the roles of corporate actors.

Previous research studying larger market-driving businesses argues that successful entrepreneurs intuitively show market-driving capabilities. Even though market-driving is acknowledged as entrepreneurial action and practice, this phenomenon has rarely been studied from a micro-business perspective. Representing more than 40% of all food businesses in Norway, micro-businesses contribute significantly to both value creation and variety in the marketplace, and this study addresses the existing research gap by examining market-driving practices in food micro-businesses in a competitive Norwegian grocery market.

The study employs a multiple-case-study approach with four pioneering food micro-businesses within the Norwegian local food sector. Data collected during in-depth interviews with the individual founder-managers provide insight into understanding market-driving practices through the lens of entrepreneurial orientation.

The findings suggest that food micro-businesses are disrupting the grocery market through their pioneering practices. A three-pillared framework for market-driving practices in food micro-businesses was developed: (1) taking the risk and following their passion, (2) innovativeness led by a passionate personal value proposition, and (3) proactively and perseveringly building a new category.

The study offers a novel attempt to explore and conceptualize market-driving practices in a micro-business context. The findings present a new framework for market-driving contextualized in the local food sector, representing an under-investigated area in micro-business and enterprise development.