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In this paper entrepreneurship is presented as decision making. Mintzberg and Westley's (2001) decision making typology is adapted to the case of entrepreneurial decision making. These authors complemented the rational, step-by-step mode of decision making, with the intuitive and improvisational modes, Complementing the rational view of decision making with the analysis of entrepreneurship as intuitive or improvisational decision making, a richer and more integrated understanding of entrepreneurial behavior is obtained. To make the implications of the three decision making approaches to entrepreneurship clear, the entrepreneurial process under each of the three modes, will be considered. Ireland, Hitt and Sirmon's (2003) model of strategic entrepreneurship is used as a framework. With this framework, the three resulting theoretical representations of the entrepreneurial process will be discussed. Ireland et al,'s model of strategic entrepreneurship suggests that to understand how entrepreneurial activity leads to competitive advantage and wealth creation, four building blocks of entrepreneurial activity should be considered: entrepreneurial mindset, entrepreneurial culture and leadership, strategic management of resources and application of creativity and development of innovation.

Abstract
In processual approaches to the sociology of organizations, there are prevalent assumptions differentiating 'strong' and 'weak' process research. In this paper, we challenge this assumption and suggest a novel, non-dualistic hybrid approach that is methodologically strong-weak. This approach integrates both flux (becoming) and its temporary material instantiations (being), addressing tensions between slow-moving and mid-range elements of process. We argue that both strong and weak process views can contribute to understanding organizing. We explore how their dualism can be overcome methodologically through the combination of time horizons, incorporating substantialist and flux views, as well as proximal and distal perspectives. Using a strong-weak dualism creates an unnecessary theoretical and methodological divide between process as flow and process as material instantiation. We advance three hybrid approaches which we call reifying, liquefying, and embedding. Our contribution consists of strategies to overcome strong-weak dualism for conceptualizing organizations in a sociologically dynamic and holistic manner.

This study investigates one of the multiple aspects involved in the transfer of management knowledge between countries: the transfer of timeframes. More than an objective and macro‐level variable to be managed, time is analyzed from the perspective of the individual experiences of a sample of managers located in Portugal. Portugal, together with the other Southern‐European cultures, has been presented as a polychronic culture. The Southern, polychronic timeframe, however is being openly criticized by managers, both Portuguese and foreign, on the basis of "time as money" assumption. The articulation of the macro and micro levels of analysis showed that the dialectical opposition between Northern and Southern times is being interpreted under three main perspectives: Latin time is deeply entrenched and difficult to change but is dysfunctional; time management in the Northern time is part of the good manager "toolkit" and hence must replace Southern time; a synthesis must be found to articulate in some virtuous manner the two previous perspectives. The paper contributes to the literature with an articulation between the macro level (national and occupational identity) and the micro perspective (the lived experience of time). It also contributes to the under‐researched aspect of management in Southern Europe.

The authors draw on an article by Fondas published in 1997 to expose a masculine ethos underlying "feminine" management practices, diffused through management texts. This is based on the findings that: management theories are of a masculine nature; companies seldom implement "feminine" practices; and those that do use those practices to maintain their underlying masculinity. This challenges academics and practitioners to recognize that management theory is gendered and that changes towards feminine organizations are superficial, at best.

Compassion is almost universally acknowledged as an important issue in the crisis management literature. The dominant perspective, however, approaches compassion instrumentally. The findings of this study on the compassionate support offered (or not) to employees during and after the Brisbane flood crisis of January 2011 provide insight into crisis management as a continuous process rather than a reactionary response when disaster arises. Three significant policy implications are generated: First, compassionate discourses and categorization schemas should be clearly articulated within the organization before crisis. Second, compassionate policies and practices need to be embedded in ongoing organizational routines and policies. Third, initiatives framed as compassion responses should not be assumed to necessarily create positive outcomes; rather, outcomes should be assessed on an ongoing basis.

Organizations have, in the past, often been discussed as if they were Cartesian mentalities, planning agendas, learning from doing, processing information, reducing equivocality, mimicking and copying, floating disembodiedly apart from the actors who work in these organizations. We are offered representations of organizations as organically grounded metaphors that minimize the biological facticity of employees: namely, their need for food. While the inputs to organizations conceived as if they were quasi-systems are well explored, and the emotional and `irrational' side of organizations is increasingly discussed, the necessity of inputs to the biological systems that staff them is not. Nonetheless, despite the lack of explicit scholarly attention to food at work, its importance guarantees its hidden presence in the organizational literature, often in the context of more `serious' themes. We identify four approaches to the relationship between food, work and organization. For dessert, we propose a research menu that aims to uncover several possibilities for making the role of food in organizational life more explicit.

Interdisciplinary Dialogues on Organizational Paradoxis an innovative two-part volume that enriches our understanding about paradox; both deepening the theory and offering greater insight to address grand challenges we face in the world today. Part A: Learning from Belief and Science explores the realms of beliefs and physicality.

Interdisciplinary Dialogues on Organizational Paradoxis an innovative two-part volume that enriches our understanding about paradox. Part Bcontinues the exploration of the why, how and where of interdisciplinary research within paradox theory by looking at the realms of social structureand expression.