Suchergebnisse

Policymakers increasingly demand private enterprises to help solve social and ecological challenges faced by nations worldwide. In this article, we use Toulmin's rhetoric model to explain how European Union policy rhetoric articulates the meaning of entrepreneurship for sustainable development. Our findings demonstrate a "rhetoric mix" of argumentations through which policy rhetoric conveys three meanings of entrepreneurship—beneficiary in corrective sustainability, contributor in constructive sustainability, and opportunistic operator in assertive sustainability—and imposes shared beliefs that frame the policy discourse. In conclusion, we introduce a framework of "rhetoric mix" to advance research on entrepreneurship policy discourse and sustainable entrepreneurship. ; Peer reviewed

Psychological safety in temporary organisations We explore how psychological safety—a team's shared experience that it is safe to take inter-per-sonal risks—is possible in temporary self-man-aging organisations. Our findings present team-work practices used by a highly diverse group that constructed a complex art installation for the Burning Man festival. Based on a question-naire and a qualitative analysis of 20 interviews, we suggest that the team experienced radically high psychological safety because it defined the project's concept through co-creation, gave par-ticipants complete freedom to choose their roles, and collectively challenged participants

What are the strategies entrepreneurs apply to present business closure to public audiences? Most entrepreneurs choose to communicate venture failure publicly so as to foster a favorable impression of failure, in effect engaging in impression management to maintain and/or repair their professional reputation for future career actions. To date, however, the focus of most research has been on managing failure within organizational settings, where organizational actors can interact closely with their audiences. We know little about entrepreneurs' strategies in presenting failure to public audiences in cases where they have limited opportunities for interaction. In response to this, we present an analysis of public business-closure statements to generate a typology of five venture-failure narratives— Triumph, Harmony, Embrace, Offset, and Show—that explains entrepreneurs' distinct sets of impression-management strategies to portray failure in public. In conclusion, we theorize from our public venture-failure typology to discuss how our work advances understanding of the interaction between organizational failure, impression management, and entrepreneurial narratives.