All Stories

  1. Exploring Salient Creditor Perspectives on Support for Business Rescue Plans for Decision-Making
  2. Capital structure decision-making for business turnarounds based on distress severity and reasonable prospect confluence
  3. Exploring the critical incident technique to inform distress causality and sensemaking
  4. Exploring the salience of fundamental moments in turnaround research
  5. Exploring the applicability of effectuation theory in distressed venture environments
  6. Investigating tensions experienced by decision-makers during a business rescue event
  7. When entrepreneurship becomes a tool for political hegemony
  8. Understanding Opportunity Evaluation Prototypes in Search of more Entrepreneurs
  9. Establishing turnaround potential before commencement of formal turnaround proceedings
  10. Practices applied by practitioners to achieve management and financial control during business rescue
  11. Academic hubris in the scholarly entrepreneurship discourse
  12. Artificial entrepreneurship and fallacy assumptions that inform enterprise development failure
  13. Critical management studies in South Africa: Directions and contexts
  14. Exploring management perceptions of competitive versus transient advantage
  15. Exploring the indirect costs of a firm in business rescue
  16. Boundaries within boundaries: Identifying the boundaries facing private firms that are in financial distress
  17. Small, medium and micro-enterprises’ distress and factual evaluation of rescue feasibility
  18. Business rescue decision-making: Post-mortem evaluation of an ‘orgy’
  19. A liabilities approach to the likelihood of liquidation in business rescue
  20. Crooked strategy implementation: covert tactics fill the gaps
  21. Antecedent Relationships in Business and Information Technology (IT) Alignment
  22. Getting Rid of Strategizing Hindrances – Identifying and Confirming Management Consultant Liabilities
  23. A reality check for corporate leaders: when managers don't respect their bosses
  24. Strategy making: the approach matters
  25. Successive failure, repeat entrepreneurship and no learning: A case study
  26. Exploring the Interface Between Strategy-Making and Responsible Leadership
  27. Exploring the Interface Between Strategy-Making and Responsible Leadership
  28. The development and structural confirmation of an instrument for measuring the social responsibility of small and micro business in the African context
  29. Leadership liabilities of newly appointed managers: arrive prepared
  30. Addressing and measuring small business social responsibility in the African context: a stakeholder framework
  31. The prediction of type A behaviour: a structural equation model
  32. When Porter's generic strategies are not enough: complementary strategies for turnaround situations
  33. Critical evaluation of two models for entrepreneurial education