Entrepreneurship education (EE) is a means to create economic activity and is of importance in the development of rural regions. Entrepreneurship education is generally conducted by three different methods: (1) teaching students about entrepreneurial themes, (2) developing the capabilities of becoming a successful entrepreneur for enterprise and (3) developing capabilities through enterprise by which persons learn through experience and discovery. Our research question is; How does education through entrepreneurship fit as a way to meet the needs of start-ups in a rural context? We follow an entrepreneurial case programme in our study by conducting observations of and interviews with 26 persons involved in the programme. Our findings are that participants consider the programme as an important contribution to the local/regional entrepreneurial ecosystem. However, it is also described as a short-lived ecosystem, from which the participants mostly benefit while on the programme and to a lesser degree afterwards. Sustainability plays a part in attracting participants but to a lesser degree forms the educational content and evaluation parameters. Our study contributes to the discussion of how education through entrepreneurship is organised as an accelerator programme to help start-ups in a rural context.
The most common method of assessing outcomes of change projects is to compare the final outcomes with predefined goals and conclude that the project has been a success, or more commonly, a failure. We question whether such simple conclusions pay due respect to complex processes. In this paper, we apply a sensemaking perspective to explore how and when outcomes of change projects are assessed. We report from a longitudinal case study of a project in the Norwegian public sector that was initiated to suggest and implement changes in response to major challenges in the health sector. We found outcome narratives in all project phases, including those not based on change objectives. The study contributes to the literature by suggesting that outcome narratives are continuously constructed throughout change projects and that competing outcome narratives can co-exist, be reinforced or be merged over time.
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