Entrepreneurship has been emphasized in many countries as a way of boosting economic growth and job creation. As entrepreneurship is becoming popular around the world, its education should be customized according to each country's unique cultural context. The purpose of this paper is to identify differences among the selected nations in terms of factors that are important to enhance the pedagogical effect of entrepreneurship education. This is an empirical study based on the data collected from university students in the US, Korea, China and Fiji representing nations with significantly different cultural contexts. The results imply that customized approaches based on unique cultural context are needed for effective entrepreneurship education in each country.

Entrepreneurial orientation (EO) has been proven as an essential attribute of high performing firms, and the role of culture has been highlighted for generating robust EO. The purpose of this study is to investigate the role of culture by identifying differences among the selected nations in terms of EO dimensions. This is an empirical study based on the data collected from university students in the U.S., Korea, Fiji, India, and Malaysia representing nations with significantly different cultural contexts. The result showed significant differences among the nations in most EO dimensions. This implies that customized education approaches based on unique cultural context are needed for developing EO among college students.

Project planning is considered to be critical for project success. However, recent literature questions whether planning has similar importance in various contexts. This paper investigates the effectiveness of planning through an analysis of 183 projects. Results show that the level of risk moderates the impact of planning on success, and in different ways for various success measures. Practical implications of these results suggest project managers to put more emphasis on planning in high risk project situations in order to meet project efficiency, whereas project steering committees to be more involved in approving plans of low risk projects to support benefit realization.

Purpose-Many organisations remain adverse to self-organised teams. The reasons are non-trivial and complex, but it is suspected that not willing to let go to direct control by senior management is at the root cause. There is a perceived security in following traditional, hierarchical chains of command under the guise of reducing risks and maintaining efficiency. The purpose of this paper is to describe the development of a research agenda that will empirically test in the field a range of widely held assumptions around leadership of self-organised teams. In total, 23 companies have agreed to participate in the proposed longitudinal research. Design/methodology/approach-An extensive literature review has identified extant theories, frameworks, and methodologies adopted by researchers to gain greater understanding of self-organised teams. This knowledge will be used as the basis for generating hypotheses for subsequent testing in the field. Findings-There is a considerable knowledge base established for self-organised teams. However, there is limited understanding of the benefits or detrimental effects of self-organised teams on organisational productivity and the appropriate style of leadership. This initial research has identified several hypotheses that will be used to develop questionnaires and instruments for information collection. Research limitations/implications-The tools and techniques presented in this article need to be adapted to the organisation's specificities as well as to the contextual situation. Practical implications-The work is of significant practical use. The research will be completed in a number of companies. There will be continuous input from operational and executive management. The findings from the work will be disseminated through various channels including workshops and conferences. Companies implementing and using self-organised teams will benefit from the knowledge generated. Social implications-Self-organised teams are used in a variety of settingscommercial businesses, not-for-profit, NGOs. The work will explore issues around behavioural networks and inter-intra-team relationships. Originality/value-There is much rhetoric around the adoption and uses of self-organised teams, yet there appears to be little understanding of the effect of leadership style of these teams and effect on productivity. This work will therefore contribute to the understanding of self-organised teams. While prior research has been conducted in the motivational and behavioural implications of self-organised teams, the knowledge is at best scant when leadership models for self-organised teams and operational factors are explored.

Purpose -The purpose of this paper is to scrutinize the issues, challenges, and impediments coming in the way of small-and medium-sized enterprises (SMEs) internationalization in small developing nations of South Pacific like Fiji and Samoa. Design/methodology/approach -The paper encompasses both quantitative and qualitative data. Analyses of antecedents are descriptive in nature, while establishing the relationship between intervening variables and outcomes are quantitative. For quantitative data, structured questionnaires are used, while for the collection of qualitative data, archival and library research methods are employed. Structured questionnaire is used to collect data from 118 and 78 sampled respondents in Fiji and Samoa, respectively, and statistical analysis is performed using Statistical Package for the Social Sciences package. Findings -These research findings pinpoint that the problem lies in evaluating the nature of issues affecting internationalization of SMEs. The results also show that the performance of Fijian and Samoan SMEs is same across different business sectors and those SMEs in these two countries exhibit different change patterns in their export growth.Research limitations/implications -The scope of the paper is limited only to the SMEs in Fiji and Samoa and cannot in any way be generalized to large firms. Practical implications -SMEs seeking to internationalize will need to learn a lot about the internal and external factors impacting their organizations. Many a times entrepreneurs believe that through sustained planning, they can reduce the shocks resulting from environmental uncertainty, however, in reality some of them may be able to benefit while others despite planning may not be able to overcome growth-related problems, as they may require reactive action. Therefore, learning is essential in international expansion and so is having a clear understanding of the environment that entrepreneurs operate in. Future research should seek to highlight documented cases of SME internationalization. Originality/value -This paper is one of the important studies taken in the context of Pacific SMEs. The research that has been conducted in the past are mostly confined to Asian countries, with very little in the area of SME internationalization. The findings of this paper will have relevance for policy making and supportive measures at government levels for SME internationalization.

PurposeThe purpose of this paper is to explore the extent of corruption in India, Fiji and Ethiopia and survey citizen perception of how e‐governance could fight corruption. The main objective is to investigate and explore the potential of e‐governance applications in three countries representing three different regions of Asia, Africa, and Oceania.Design/methodology/approachA survey was conducted over 918 citizens in India, Ethiopia and Fiji using convenience random sampling. A structured questionnaire was used. The main emphasis of the survey was on citizen perception about corruption and poor service. It further asked respondents on how e‐governance can cut corruption.FindingsBenefits of e‐governance in developing countries are the same as those in developed countries but there are many potential benefits that remain unreaped by developing countries as a consequence of their unlimited use of e‐governance. Based on these assertions, the researchers tried to evaluate and assess the potential of e‐governance initiatives in India, Ethiopia and Fiji. By exploring the role of e‐governance for reducing corruption that has afflicted the entire public sector in these countries, the main finding is that e‐governance is positively related to government, “citizen relationship and corruption reduction”.Research limitations/implicationsThis study is highly empirical and does not provide case studies to further extend on the findings.Practical implicationsThe implications of the research are that information communication technology (ICT) needs to be effectively integrated in the development agenda of government plans in Ethiopia and Fiji. Government agencies in Ethiopia and Fiji do not seem to be much motivated to build sound government‐citizen partnerships. Citizens can see little of the internal workings of government. However, for India, where there are many e‐governance projects underway, and which is normally considered to be awakening to the challenges of e‐governance and which has to date many success stories relating to e‐governance, it is surprising to see that citizens find various existent formats of corruption and non‐transparent service delivery activities. It is quite evident that bureaucracy is more or less opaque and very little attention has been paid to improving transparency, including through the use of e‐governance processes. Time, cost and red‐tape procedures are major constraints in public service delivery.Originality/valueThe paper explores a problem that is of practical importance using principal‐agent theory, which is very applicable to the public sector context.

The successful management of change using a project-based intervention is crucial for any organization to succeed in the highly competitive and continuously evolving global business environment. Whilst a number of theories of change management are widely accepted, literature suggests they are falling short of their endeavors as a result of the theories lacking a useful framework to successfully plan, implement and manage change. This article critically argues the value of project-based management in the change management process with particular focus on PRINCE2 and PMBoK. As such, change management can be considered a project and utilize project-based processes to successfully implement change.

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