Sustaining entrepreneurial business: a complexity perspective on processes that produce emergent practice

This article examines the management practices in an entrepreneurial small firm which sustain the business. Using a longitudinal qualitative case study, four general processes are identified (experimentation, reflexivity, organising and sensing), that together provide a mechanism to sustain the enterprise. The analysis draws on concepts from entrepreneurship and complexity science. We suggest that an entrepreneur’s awareness of the role of these parallel processes will facilitate their approaches to sustaining and developing enterprises. We also suggest that these processes operate in parallel at multiple levels, including the self, the business and inter-firm networks. This finding contributes to a general theory of entrepreneurship. A number of areas for further research are discussed arising from this result

Learning Networks Matter: Challenges to Developing Learning-Based Competence in Mango Production and Post-Harvest in Andhra Pradesh, India

This discussion paper explores aspects of innovation systems ideas in the analysis of mango production and export by smallscale farmers in the South Indian state of Andhra Pradesh. The paper shows how despite favourable agro-ecological conditions and being the largest international mango producer, India still struggles to build momentum in rapidly emerging export markets. An analysis of the sector's recent history combined with an empirical account of inter-sectoral and intra-sectoral linkage patterns among stakeholder groups appears to provide the basis for remedial policy suggestions. Most of these relate to aspects of integrated technology development and innovation management.innovation, innovation systems, mango, high-value, national competence, learning networks, South Asia, India

The relevance of specific csfs for stakeholders during ERP implementation: an empirical study from Oman

The success of ERP systems implementation is affected by the extent to which stakeholders have been prepared for the project activities and its outcomes. Stakeholders’ preparation needs change as the ERP implementation lifecycle progresses and varies across stakeholder groups. Therefore a dynamic model is needed for such preparation. However such a model needs to reflect the relevance of different CSFs to different stakeholder groups at different stages of the ERP implementation life-cycle. This study examines empirical evidence from a survey conducted in Omani organisations to determine what these individual CSFs are and how they are distributed across the ERP implementation life-cycle for different stakeholder groups. The CSFs included in the survey were derived from a structured review of literature. Purposive sampling was used to select respondents representing different ERP stakeholders groups, all respondents had both experience and knowledge of ERP implementations. The survey data are analysed and the distribution of relevant CSFs across the ERP lifecycle for the different stakeholder groups are presente

Integration and implementation sciences: building a new specialization

Developing a new specialization—Integration and Implementation Sciences—may be an effective way to draw together and significantly strengthen the theory and methods necessary to tackle complex societal issues and problems. This paper presents an argument for such a specialization, beginning with a brief review of calls for new research approaches that combine disciplines and interact more closely with policy and practice. It posits that the core elements of Integration and Implementation Sciences already exist, but that the field is currently characterized by fragmentation and marginalization. The paper then outlines three sets of characteristics that will delineate Integration and Implementation Sciences. First is that the specialization will aim to find better ways to deal with the defining elements of many current societal issues and problems: namely complexity, uncertainty, change, and imperfection. Second is that there will be three theoretical and methodological pillars for doing this: 1) systems thinking and complexity science, 2) participatory methods, and 3) knowledge management, exchange, and implementation. Third, operationally, Integration and Implementation Sciences will be grounded in practical application, and generally involve large-scale collaboration. The paper concludes by examining where Integration and Implementation Sciences would sit in universities, and outlines a program for further development of the field. An appendix provides examples of Integration and Implementation Sciences in action

Capacity building for transnationalisation of higher education

Purpose – Transnationalism and transnational concept are extensively researched in many social science areas; however, transnational management and transnational marketing is relatively a less explored research domain. Also, knowledge management for transnational education (TNE) marketing is not well-researched. Capacity building is an established research-stream, with a key focus on socio-economic and ecological development; however, prior research on capacity building from the context of TNE’s knowledge management and marketing is scarce. The purpose of this study is to analyse TNE marketing mix, to understand the influence of transnational stakeholders’ causal scope(s) on knowledge management in TNE to uphold their transnatioalisation processes through capacity building in TNEs’ marketing management. Design/methodology/approach – An inductive constructivist method is followed. Findings – Organisational learning from the context of transnational market and socio-economic competitive factors, based on analysing the transnational stakeholders’ causal scope(s) is imperative for proactive knowledge management capacity in TNE marketing. Following the analysis of transnational stakeholders’ causal scope(s) to learn about the cause and consequence of the transnational stakeholders’ relationships and interactions, an initial conceptual framework of knowledge management for TNE marketing is proposed. Practical insights from different TNE markets are developed in support of this novel knowledge management capacity building framework of TNE, and its generalisation perspectives and future research areas are discussed. Practical implications – These insights will be useful for TNE administrators to better align their knowledge management perspectives and propositions with their transnational stakeholders to underpin TNE marketing. Academics will be able to use these insights as a basis for future research. Originality/value – This study proposes a novel conceptual stakeholder-centred capacity building framework for TNE’s knowledge management to uphold TNE marketing and supports the framework, based on practical insights from three different transnational markets