Suchergebnisse

Drawing on contemporary interviews and archival data, we explore how stories can be used as templates to guide jazz musicians' sensemaking about the leadership of teams, what it means to be a jazz musician and what jazz is (or is not). By going beyond the metaphorical notion of jazz as improvisation, we contribute to theories of leadership by showing how informal storytelling can act as a powerful sensemaking and sensegiving mechanism for leadership and organizing. We also explore the contested nature of stories drawing on the notion of 'antenarrative'. Our analysis contributes to the body of work on leader sensegiving and storytelling by examining the conditions under which a story's sensegiving power may be restricted. Our research suggests that the sensegiving power of an ante-narrative and associated stories depends on whether or not they attempt to counter a dominant discourse.

An important policy challenge is the provision of support for small and medium sized enterprises (SMEs) seeking to internationalize. To guide practitioner resource allocation decisions, recent conceptual and empirical developments relating to SME internationalization are discussed. Different perspectives on internationalization are critically reviewed with regard to the following seven themes: the timing of internationalization; the intensity and sustainability of internationalization; the mode of internationalization; the influence of domestic environmental context on internationalization; the leveraging of external resources to internationalize; the unit of analysis; and the effect of internationalization on SME performance. Assuming an interventionist stance, a case for more balanced policy support towards SME internationalization is suggested that takes into account the diversity of SMEs (and entrepreneurs). Implications for researchers are discussed.

Our study explores the possibility for the enactment of entrepreneurial leadership in the English public sector under the Labour government's modernization agenda. To substantiate our analysis, we draw upon data gathered from leaders in three public sector arenas – the National Health Service, secondary schools, and further education (FE) colleges. Our study proposes a definition of public sector entrepreneurship that extends beyond existing literature. In essence, we contend that public sector entrepreneurship is characterized by the combination of three distinct agencies: 'stakeholder', 'entrepreneurial' and 'political'. The public sector entrepreneur identifies market opportunities within the political landscape, optimizes the performance‐enhancing potential of innovation for the public sector organization, and carries stakeholders in a way that both permits risk and recognizes the stewardship of public sector resources.

Support is being provided to increase the pool of novice entrepreneurs who have no prior business ownership experience. Policymakers and practitioners are, however, considering whether to allocate resources towards portfolio and serial entrepreneurs who have prior business ownership experience. To inform this policy debate, similarities and differences between novice, serial, and portfolio entrepreneurs in Scotland and their 354 surveyed firms are highlighted. Evidence suggests that portfolio entrepreneurs have more diverse resources than either serial or novice entrepreneurs. On average, portfolio entrepreneurs appear to offer more attractive growth prospects than other entrepreneurs. A case for support tailored to the aspirations and needs of novice, serial, and portfolio entrepreneurs is presented.