Drawing on the theory of planned behaviour, this study tests the effect of entrepreneurship programmes on the entrepreneurial attitudes and intentions of science and engineering students. This is necessary in order to confirm (or disconfirm) conventional wisdom that entrepreneurship education increases the intention to start a business. The results show that the programmes raise some attitudes and the overall entrepreneurial intention and that inspiration (a construct with an emotional element) is the programmes' most influential benefit. The findings contribute to the theories of planned behaviour and education and have wider implications for a theory of entrepreneurial emotions and also for the practice of teaching entrepreneurship.

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Abstract. In this paper we explore the potential role of entrepreneurship in public sector organisations. At first, we present a review of the entrepreneurship theme in the political science and public management research streams, comparing these ideas with the mainstream business literature on entrepreneurship. Thereafter, we illustrate empirically how Stevenson's classical framework of entrepreneurship can be applied in a European local government context to explain the recent initiatives to compete for and utilise European Union structural funds. The empirical basis of the study is comprised of ten in-depth case studies of local government organisations, five in the UK and five in Italy. Finally, we propose five distinct types of entrepreneurial agents in the public sector: professional politician, spin-off creator, business entrepreneur in politics, career-driven public officer and politically ambitious public officer. Permanent repository link

How do corporate venture capitalists (CVCs) do deals? Conversations with CVCs suggest that the putative view of venture capital investing is incomplete. We draw on 13 cases of CVC programs to document eight 'corporate investment practices' that are unique to CVCs. These practices reflect pressure on the CVC units for strategic fit and engagement with the corporation and also an opportunity to utilize parental resources. We then show that CVCs vary their emphasis on corporate investment practices, diverging into two distinct investment logics, 'integrated'versus 'arm's-length.'Focus of isomorphism on internal versus external stakeholders explains the emergence of the two logics.

This is the accepted version of the paper.This version of the publication may differ from the final published version.Permanent repository link: https://openaccess.city.ac.uk/id/eprint/21358/ Link to published version: http://dx.