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This article explores how leisure organisations developed entrepreneurial practices to enable innovation for the post-covid-19 pandemic era. Whilst entrepreneurship and innovation have been the subject of academic scrutiny in mainstream sport, there is a relative paucity of studies within the broader holistic context of leisure. Semi-structured interviews, conducted in the United Kingdom (UK), provide insights from nine high profile, globally recognised industry practitioners from across the leisure industry including the sport, entertainment, health and fitness, leisure, hospitality, arts and culture, events and tourism sectors. Four key themes emerged from the data including extending capabilities through (i) research and development (R&D) and (ii) digitalisation, and changing culture through (iii) diversification, and (iv) sustainability. These practices were shown to enable leisure organisations to create new customer value within an increasingly competitive environment. The paper concludes with an overview of theoretical and managerial implications and provides approaches for developing more entrepreneurial practices in leisure. [ABSTRACT FROM AUTHOR]

The development of entrepreneurial intentions by academics remains a relatively unexplored area. This study investigates the transition from intentions to career destinations in a group of early career bioscientists following their participation in a business plan competition. Despite a significant proportion of academics stating entrepreneurial intentions, very few were seen to subsequently create new ventures. Through a longitudinal analysis distinct patterns of changing aspirations are observed as academics attempt to develop ventures within academe or leave to pursue industrial careers. Propositions are developed explaining how the use of social capital influences changing ambitions and destinations. We observe that weak ties are used to reveal the specific skills needed to realise entrepreneurial intentions. By contrast, strong ties are used to either reinforce entrepreneurial intentions or change career aspirations altogether. [ABSTRACT FROM PUBLISHER]

This paper evaluates a fellowship scheme aiming to overcome attitudinal and operational barriers towards university technology transfer. We propose barriers exist because of the focus of many academics exclusively within a peer review research network. We explore the case of the Medici Fellowship programme that was implemented in biomedical departments across five universities located in the midlands of England. Our evidence suggests that such fellowship programmes, through the retraining of academics, may have a positive impact on the commercialisation of research. In particular, the fellows, through the enhancement of their social and human capital, are able to act as agents of attitudinal change in their host departments and are seen to build bridges into external business networks that can provide early stage funding, market and legal information and help identify potential customers for nascent academic entrepreneurs. [ABSTRACT FROM AUTHOR]

Although evidence shows that it is challenging to implement, many authors state that participatory management is a distinctive attribute of social enterprises. This paper presents case study research exploring how participatory management is manifest in Chile, a country where a paternalistic and autocratic management style prevails thereby constraining the adoption of more collaborative approaches. We found that a majority of the twenty social enterprises considered, despite having very different sizes, governance structure and activity sectors, involved employees and stakeholders in shared decision-making processes. Participatory management was exhibited in distinctive and diverse ways ranging from common agreement on strategic decisions through to the presentation of new proposals by members. We conclude that social enterprises in Chile differ from conventional enterprises not only in their focus on trying to solve social problems, but also in the fact that they may provide a vehicle to promote more innovative and participatory approaches to decision making. [ABSTRACT FROM AUTHOR]

Chilean doctoral programs in science and technology generally do not consider entrepreneurial training within their curricula. Taking an entrepreneurial competency approach, we explore the potential impact of introducing an entrepreneurship education course to doctoral students based within a non-commercial research environment. We identified two main areas of possible impact: the potential effects upon doctoral research projects and upon the doctoral students themselves. We followed the learning experiences of science and technology PhD students before, during, and a year after an entrepreneurial course through a multiple case study research design. Our results suggest that entrepreneurship education has a positive impact upon the development of student's creative problem-solving and communication skills. This was reported to have a generally positive effect upon the students' doctoral projects and on the student's self-efficacy and entrepreneurial intentions. We conclude that entrepreneurship education complements traditional doctoral training for students within a non-commercial academic setting. [ABSTRACT FROM AUTHOR]

By combining the strategic entrepreneurship perspective and resource orchestration theory we provide an integrated framework that explains the heterogeneity of growth across different types of university spin-offs (USOs). We show that appropriate resource accumulation, the bundling of resources to build competencies and the leveraging of those competencies into the market are all necessary but they also need to be synchronised with an appropriate growth strategy to realise sustainable growth. We discuss the differential resource needs at different stages of growth as USOs attempt to overcome critical junctures of entrepreneurial commitment and venture credibility. We explain the difficulties of accumulating an appropriate breadth of resources and competencies as they are contingent upon whether the USO should be aiming to sell their technology outright or whether they should be developing a product for a specific market opportunity. We conclude by proposing that universities and technology transfer offices should synchronise the depth of their organisational support to meet the growth contingencies of the USO. [ABSTRACT FROM PUBLISHER]