Fredrick Agboma

This chapter is an attempt to bring about completeness to the entrepreneurship and change literature by articulating a view for entrepreneurship as an outcome of change. In achieving this task, enterprise culture, creativity, and innovation are posited as building blocks of entrepreneurship and taken to reflect the cloudy, contained, and concrete phases with varying levels of specificity and ambiguity that institute entrepreneurship. In developing the 3Cs view of entrepreneurship as outcome of change model, the discussion first outlines the distinct facets of change embodied in each of the building blocks before going on to delineate how the sequence of change in the three phases collectively serves to establish entrepreneurship in practice. The 3Cs view of entrepreneurship as outcome of change model is a useful practice-based tools for articulating the role and nature of change in relation to the formation and sustenance of entrepreneurship in practice. From this perspective, entrepreneurship can be viewed as an outcome of change as well as agent of change, bringing about harmony, complementariness, and completeness to our understanding of entrepreneurship and change.

This chapter explores the factors affecting women entrepreneurial attitudes across a range of European cultures. It acknowledges that women's socio-cultural profile across Europe has become an interesting issue to consider. The findings show that getting an insight into the world of women entrepreneurs helps us to understand their roles, expectations, and the factors that influence their entrepreneurial attitudes across different cultures. In addition, gender-based differences and stereotypes are noted as prevalent in the enterprise and entrepreneurship. Despite the challenges, this chapter indicates the women's success in business ventures and why they are perceived as entrepreneurs operating in a European culture. This chapter concludes by calling for a change from the traditional masculinity and femininity validation to the modern perception of women entrepreneurship as the way for innovation and economic growth.

Purpose: This paper seeks to examine and understand how country institutional environments differently determine the Human Resource Management (HRM) of Multinational Companies (MNCs) from developed countries operating in developing countries, as well as MNCs from developing countries operating in more advanced market economies.
Approach: It adopts a qualitative desk-based research to provide an extensive review of relevant literature. The review focuses predominantly on the following strands of literature: (1) Institutional theory and the environment; (2) HRM practices and systems; (3) Path dependency and MNCs within the context of developed and developing countries.
Findings: The effort reveals that a gap exists in elucidating the impact of institutional environments on the HRM practices of MNCs, between developed and developing countries. The last few decades has seen a plethora of research on the HRM practices of MNCs which originate from developed but operate in developing countries. Most of these, however, tend not to consider in an explicit way the dynamics of the HRM practices of MNCs from developing economies operating in more developed and different institutional contexts where path dependency is also a crucial root for both groups of MNCs and its competitive edges.
Research limitation: The findings are based solely of secondary data and is a theory based paper, therefore, it is limited in terms of empirical evidence.
Practical Implications: A more complete understanding of the dynamic influences of institutional environments allows MNCs both contexts to orient HRM practice in a way that aligns with key institutional features in order to more effectively fulfil wider organisational objectives.
Value: The paper contributes to the comparatively sparse literature in term of the impact of institutional environments on HRM practices in both developed and developing country contexts. In particular, it examines institutional influences on the HRM practices of MNCs from developing countries operating in developed contexts.