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This study aims to ascertain the personal characteristics of a group of successful academic entrepreneurs in a South African university enterprise and the prevalent barriers and enablers to their entrepreneurial endeavour.

The authors used a Delphi process to identify and rank the characteristics, enablers, barriers and behaviours of entrepreneurial academics, with a Nominal Group Technique applied to establish challenges they encounter managing their enterprise and to propose solutions.

Perseverance, resilience and innovation are critical personal characteristics, while collaborative networks, efficient research infrastructure and established research competence are essential for success. The university’s support for entrepreneurship is a significant enabler, with unnecessary bureaucracy and poor access to project and general enterprise funding an impediment. Successful academic entrepreneurs have strong leadership, and effective management and communication skills.

The main limitation is the small study participant group drawn from a single university enterprise, which complicates generalisability. The study supported the use of Krueger’s (2009) entrepreneurial intentions model for low- and middle-income country (LMIC) academic entrepreneur investigation but proposed the inclusion of mitigators to entrepreneurial activation to recognise contextual deficiencies and challenges.

Skills-deficient LMIC universities should extensively and directly support their entrepreneurial academics to overcome their contextual deficiencies and challenging environment.

This study contributes to addressing the paucity of academic entrepreneur research in LMIC contexts by identifying LMIC-specific factors that inhibit the entrepreneur’s movement from entrepreneurial intention to entrepreneurial action.

The unprecedented exigencies of COVID-19 and the subsequent spotlight on systemic racial, social and economic disparities have brought workplace equity to the forefront of organizational dialogue. These discontinuities set the stage for discussions about possible limitations of traditional diversity, equity and inclusion (DEI) approaches that may have overlooked disparities in specific organizational systems. In response, we conducted an exploratory study to examine a new framework that focuses attention on the equity of employment systems that contextualize employees’ experiences of equity at the workplace.

This paper introduces a framework that focuses on the equity of ten key employment systems (job structures, compensation and benefits, recruitment and hiring, orientation and onboarding, supervision and mentoring, training and career development, employee performance assessment and feedback, employee resources and supports, promotion and separation). Combining the indices that measured the equity of these ten employment systems, we created an Overall Equity of Employment Systems Index and examined antecedent variables and outcomes related to the index. Data were gathered from HR leaders of 1,062 workplaces in the US.

Utilizing multivariate analyses, this research found that lower scores on the Organizational Pressures Index were consistently linked to higher levels of equity across all of the employment systems. Furthermore, higher percentages of women and employees of color were positively associated with increased equity in most of the employment systems and in the Overall Equity of Employment System Index. There was a significant positive relationship between the Overall Equity of Employment Systems Index and organizational resilience, while a negative relationship was observed with employee stress.

This study extends the existing DEI literature by offering a new framework that employers can use to: (1) assess the equity of specific employment systems and (2) strengthen the equity components of the employment systems.

The framework used for this exploratory study offers an alternative approach to the study of systemic equity in the workplace.

This study aims to determine white wine drinkers’ interest in Grüner Veltliner wine, a potential signature wine for the Commonwealth of Pennsylvania in the USA and identify the consumer segments likely to look for and purchase this wine varietal.

A total of 676 wine consumers from the Mid-Atlantic region in the USA were compared based on familiarity with Grüner Veltliner wine, variety-seeking (VARSEEK) scores and the likelihood of looking for and purchasing Pennsylvania Grüner Veltliner wine.

Although only a third of participants had some experience with Grüner Veltliner wine, 77% were “somewhat interested” to “very interested” in being able to sample and taste the wine, and 66%–67% were “somewhat likely” to “very likely” to look for and purchase the wine from both growing regions. Generation, wine consumption behavior and familiarity with Pennsylvania wine and Grüner Veltliner wine differed between participants based on purchase intent and VARSEEK scores (i.e. low VARSEEK/likely, high VARSEEK/unlikely). Differences in factors motivating Grüner Veltliner purchasing were also identified between low VARSEEK/likely and high VARSEEK/likely participants.

The paper presents evidence of potential demand for a signature wine from an emerging wine region. This provides direction for target marketing and related promotional strategy, along with identifying wine consumers interested in tasting and purchasing the wine.

This chapter delves into the complex interplay between ethics, law and business case regarding diversity and inclusion within organisations. While the business case for diversity and inclusion has gained prominence, the ethical imperative often lacks comparable influence. Despite the coercive forces of laws and regulations, ethical values struggle to exert significant pressure on diversity-related issues.

This study concentrates on “ambiguity of law” and “abstaining from complaint” about discrimination, mistreatment, or unfair behavior to explain the weak pushing effect of ethical values on diversity- and inclusion-related issues. The ambiguity of law fosters open-ended discussions and varied interpretations, complicating efforts towards equitable treatment. Furthermore, the reluctance to voice complaints regarding discrimination or mistreatment blurs the boundary between ethics and business.

This chapter points out ethical values in the shade of the business case approach and proposes strategies to strengthen the influence of ethics in diversity management. Moral awareness, a sense of justice, and ethical coding of decisions are prominent components of this chapter that may contribute to strengthening the ethical infrastructure of organizations.