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This article describes how some of the principles of the Deming management method were used to improve two courses: an MBA elective (Entrepreneurship) and an undergraduate requirement (Business Policy). Techniques based on the Deming management method enhanced student productivity in both the quality and quantity of work submitted. Students seemed to enjoy their work more as well. Yet the instructor was unable to convince colleagues and administrators that these productivity gains were worth changing fundamental perspectives about, and methods of, teaching and evaluation. Efforts to continue using the Deming management method were abandoned. Based on an analysis of this "success/failure" experience, suggestions are offered regarding the critical factors necessary to implement the Deming management method in the classroom.

This Research Handbook provides a comprehensive and detailed exploration of this question: What do entrepreneurs do? The book offers three perspectives (behaviour, practice, process) on this question, demonstrates specific methods for answering the question (ethnography, autoethnography, participant observation, diaries, social media platforms and multilevel research techniques) and provides insights into the implications of pursuing this question as it pertains to: the timing and relationality of entrepreneurial activities, the influence of socially situated cognitions, the effect of team membership, and, the challenges of pursuing a behaviourally oriented entrepreneurship pedagogy.

We use a sample of nascent entrepreneurs from the Panel Study of Entrepreneurial Dynamics (PSED) to explore whether engaging in business planning and the degree of planning formalization, combined with other activities, was more likely to result in the creation of new businesses. A review of longitudinal studies of nascent entrepreneur planning behaviors is provided and hypotheses are suggested about the relationship of pre-venture planning and planning formalization to success when starting new ventures. Findings from our study suggest that nascent entrepreneurs who completed a business plan were six times more likely to start a business than individuals who did not complete a business plan. In addition, nascent entrepreneurs who contacted and participated in government-sponsored entrepreneurship programs were five times more likely to start a business than entrepreneurs who did not seekgovernment assistance.

Welcome to entrepreneurship -- The entrepreneurial process -- The entrepreneurial content -- The entrepreneurial context