Re-Focusing - Building a Future for Entrepreneurial Education & Learning

The field of entrepreneurship has struggled with fundamental questions concerning the subject’s nature and purpose. To whom and to what means are educational and training agendas ultimately directed? Such questions have become of central importance to policy makers, practitioners and academics alike. There are suggestions that university business schools should engage more critically with the lived experiences of practising entrepreneurs through alternative pedagogical approaches and methods, seeking to account for and highlighting the social, political and moral aspects of entrepreneurial practice. In the UK, where funding in higher education has become increasingly dependent on student fees, there are renewed pressures to educate students for entrepreneurial practice as opposed to educating them about the nature and effects of entrepreneurship. Government and EU policies are calling on business schools to develop and enhance entrepreneurial growth and skill sets, to make their education and training programmes more proactive in providing innovative educational practices which help and facilitate life experiences and experiential learning. This paper makes the case for critical frameworks to be applied so that complex social processes become a source of learning for educators and entrepreneurs and so that innovative pedagogical approaches can be developed in terms both of context (curriculum design) and process (delivery methods)

A study of inerrelationships The way individual managers learn and adapt and the contribution of training towards this process

SIGLEAvailable from British Library Document Supply Centre-DSC:DXN015421 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

The dynamism of organizational practices : the role of employment blueprints

This paper explores how founders’ blueprints affect the dynamism of organizational practices, and in particular the capability to sustain as well as change practices. First, a theoretical argument is developed on the critical role of founders’ blueprints of the employment model, which are difficult to alter and mark firms’ future paths by affecting the dynamism of organizational practices over an extended period of time. Subsequently, case studies of several organizational practices in three management consulting firms in the USA, the Netherlands and the UK illustrate how founders’ conceptions of the employment relationship (i.e. their employment model) affect the way in which competing demands of continuity and renewal are addressed. Moreover, engineering- or commitment-oriented blueprints appear to facilitate the capability to adapt, while autocratic blueprints do not

Individual development vs organisational development in the context of change A process of joint negotiation

Paper presented at the 16. Annual Int. Labour Process Conf., UMIST, Manchester (GB), 7-9 Apr 1998SIGLEAvailable from British Library Document Supply Centre-DSC:9261.954(296) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Towards the learning manager An empirical investigation of managerial learning in the context of changing organisations

Paper presented at the 13. Int. EGOS Colloquium held in Budapest (HU), 3-5 Jul 1997SIGLEAvailable from British Library Document Supply Centre-DSC:9261.954(265) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Training does not imply learning The individual's perspective

SIGLEAvailable from British Library Document Supply Centre-DSC:9261.954(253) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Competency-based management development Can it work?

Paper presented to the ESRC Management Teaching Fellowship Conference, Boston (US), 1-3 Jun 1994SIGLEGBUnited Kingdo

Competency-based management development Can it work?

Paper presented at the ESRC Management Teaching Fellowship Conference held Boston Univ. (US), 1-3 Jun 1994SIGLEAvailable from British Library Document Supply Centre- DSC:9261.954(WU-WBSRP--132) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Exploring the link between emotion and learning within changing organisations

SIGLEAvailable from British Library Document Supply Centre- DSC:9261.954(WBS-RB-RP--191) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

The contribution of the competency framework to an organisation which is changing

SIGLEAvailable from British Library Document Supply Centre- DSC:9261.954(WBS-RP--102) / BLDSC - British Library Document Supply CentreGBUnited Kingdo