Strategic change and managerial cognition are closely intertwined. However when data on a specific case of delayed strategic change involving multiple levels of an organization are presented, questions are raised about the application of a managerial cognition framework. This commentary attempts...

This paper argues for the integration of affect, cognition, and motivation, and suggests that this integration can be especially helpful in understanding organizational behavior, a point developed also, but in a slightly different way, by Ashkanasy in his recent paper, “Emotions in...

Over the last ten years, researchers have increasingly focused on the pursuit of opportunity as one of the central acts of entrepreneurship. This chapter proposes a model of opportunity recognition which emphasizes the process through which entrepreneurs interact with their social contexts to...

Evidence suggests habitual entrepreneurs (i.e. those with prior business ownership experience) are a widespread phenomenon. Appreciation of the existence of multiple entrepreneurial acts gives rise to the need to examine differences between habitual and novice entrepreneurs (i.e. those with no...

Global entrepreneurship may be defined to be the creation of new, value-adding transactions or transaction streams anywhere on the globe. The objective of this chapter is to present and examine a theory of global entrepreneurship. At the World Economic Forum held in Davos, Switzerland, in...

The concept of fit is central to theories in both the fields of strategic management and organizational behavior. It is our contention that many key questions in the field of entrepreneurship might also be successfully addressed through a fit approach. For instance, why do entrepreneurs often...