Minimal Intervention Needed for Change: Definition, Use, and Value for Improving Health and Health Research

Much research focuses on producing maximal intervention effects. This has generally not resulted in interventions being rapidly or widely adopted or seen as feasible given resources, time, and expertise constraints in the majority of real-world settings. We present a definition and key characteristics of a minimum intervention needed to produce change (MINC). To illustrate use of a MINC condition, we describe a computer-assisted, interactive minimal intervention, titled Healthy Habits, used in three different controlled studies and its effects. This minimal intervention produced modest to sizable health behavior and psychosocial improvements, depending on the intensity of personal contacts, producing larger effects at longer-term assessments. MINC comparison conditions could help to advance both health care and health research, especially comparative effectiveness research. Policy and funding implications of requiring an intervention to be demonstrated more effective than a simpler, less costly MINC alternative are discussedYe

Corporate Entrepreneurship:From Structures to Mindset

Corporate entrepreneurship dispersed throughout an organization and leveraging the entrepreneurial potential of all its employees bears significant benefits for those organizations that embrace it. However, it appears more difficult to instill and requires strong investment in the development of human capital and entrepreneurial mindset among the employees and across the organization. In this chapter, we discuss the essence of corporate entrepreneurship mindset and show that across an organization, there might be different entrepreneurial mindsets that correspond to different people, opportunities, and contexts. Although different, they all lead to enactment of entrepreneurial projects. This chapter, thus, contributes to the discussion regarding the nature of corporate entrepreneurial mindsets, and their development and stimulation within an organization, from both academic and practical view

Entrepreneurial Leadership Across Countries: The Role of Informal Institutions

This chapter examines the influence of informal institutions on the probability of becoming an entrepreneurial leader. In this regard, institutional economics is used to frame the hypotheses that relate to environmental factors and entrepreneurial leadership. These hypotheses are tested through logistic regression analysis, using a sample of 67,268 individuals from the World Values Survey (WVS) for 50 countries. The main findings show that informal institutions such as independence, risk-taking, and networking increase the probability of becoming an entrepreneurial leader. Also, networking and religious faith moderate the relationship between independence and entrepreneurial leadership. The contributions of this chapter are both conceptual, regarding development in the field of leadership and entrepreneurship and practices concerning business and education