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The purpose of this paper is to map the variety in organizational design approaches, to clarify their differences, and to find out what constitutes good designing in practice.

A series of in‐depth interviews with experienced, high‐reputation consultants is used to reconstruct organizational design practice.

The paper presents a typology with three organizational design approaches, stemming from different theoretical traditions. The paper demonstrates that the three approaches comprise both traditional design activities – analysis, design, implementation, and evaluation – experimental activities, and political activities, but that the emphasis, elaboration, rationale and order of these activities are very different for each approach.

The study provides a framework for further research on the contextualization of design processes, investigating which design approaches work under which conditions.

Practitioners can use the results of this study to clarify, improve and enrich their own approach of organizational designing.

Management literature contains many models of organization design processes, but empirical studies of these processes are rare, and not yet existing in the context of management consulting. The paper fills some of the gaps.

Academic research on management consulting or having management consultancy as the main research field is huge as the sector is a strategic one for management innovation, but a systematic and updated literature review is missing. This paper aims to fill this gap by providing a comprehensive systematic review of scholarly peer reviewed journals looking at the ambivalent roles of consultants in driving management innovation as well as management fashions.

A systematic literature review has been performed.

This paper provides a systematization of existing literature, where the state of the art is assessed and future research paths are highlighted.

The proposed research fills the gap concerning a review of literature on this topic and provides an analysis of 50 years of scholarly research, highlighting both the bright and dark sides of management consulting.

While more and more organizations commit to transformation projects with the aim of redesigning simultaneously their workspaces, work organization, and technologies, the design process supporting such projects remains largely understudied. This paper examines the political tensions that occur when such processes unfold as well as their implications for project management. By doing so, the paper counterbalances the prescriptive and normative literature on “New Ways of Working” which largely overlooks the political complexity of such projects.

The paper is based on a qualitative study of a triple design process in a media company. Data collection mainly consists of a nine-month process of non-participant observation of weekly meetings held by the strategic group in charge of the project. Semi-structured interviews with members of the executive committee have also been conducted.

The analysis illustrates how space, organization and technology are gradually designed and structured. Four interconnected and often concealed mechanisms that support triple design processes are identified: political tensions, unexpected twists, conflicting temporalities and arbitration measures.

The originality of the paper lies in breaking down the concept of design in three separate objects – organization, space and technology – and examining how these objects were conjointly problematized by an organization in transformation, whereas existing studies often investigate organization design, space design or technology design in isolation.

The current paper seeks to describe a conceptual integration of the fields of performance analysis, knowledge management (KM), and technology to create a net‐centric knowledge management system (KMS).

The design methodology incorporates an interdisciplinary approach and the involvement of various government agencies that provides a basis for creating a process‐centered KMS.

Three prototypes that integrate the aforementioned fields have been created and demonstrate the viability and value of this type of KMS.

The authors know of no other system that is as integrative, interdisciplinary, comprehensive, and effective at taking a process‐centered view of KM. This paper provides an example of how such a system can be built and implemented to meet KM needs in a complex environment with knowledge accessibility challenges.

Entrepreneurship and/or Strategic management/International Business Management.

This case is intended for teaching entrepreneurship/Strategic management/International Business Courses at the undergraduate level.

This is a field-researched case about a budding Emirati female entrepreneur “Azza Al Qubaisi” who established the ARJMST Jewelry brand in Abu Dhabi, United Arab Emirates (UAE). The ARJMST brand, a UAE-based jewelry design and art pioneer company in the local art and craft is one of the most popular jewelry brands in the United Arab Emirates. Azza, the entrepreneur faces many challenges and hurdles if she is to successfully sustain her business in the long term. She is considering what her next step ought to be in light of the competition. Should she expand? If yes, where and how? This case will enable students to critically think about the various issues and reach a decision based on the facts provided. The case is based on primary and secondary data collection and has been tested in an International Business Management class at BBA level, with great success.

This case study illustrates the journey of an Emirati female entrepreneur who uses simple things in a creative way to build a business. The case will help the students to identify the start up motivation and evaluate the business strategy for further growth. This will also enable the students to critically think about the various factors and reach a decision based on the facts provided.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

This paper aims to study the impediments and difficulties that prevent Indian women from becoming entrepreneurs.

Data were obtained through a survey involving 15 experts. Based on the feedback provided by the experts, ten relevant barriers in the context of Indian micro small and medium enterprises (MSMEs) were chosen. A structured questionnaire was used to gather data. These ten barriers create obstruction for Indian women as entrepreneurs. These barriers were ranked, and causal relationships among them established using interpretive structural modeling and Matrice d’Impacts croises-multiplication appliqúean classment (cross-impact matrix multiplication applied to classification) (ISM–MICMAC) approach.

This study identifies, on the basis of extant literature and experts’ opinion, ten barriers to female entrepreneurship. These barriers were ranked, and causal relationships among them established using the ISM–MICMAC approach. On the basis of ranking, women can move forward in MSMEs after removing these obstacles and it will have good results.

In this research, with literature reviews and experts opinion, ten barriers have been identified for women’s entrepreneurship and have been used to build the model.

To bring Indian women forward in the field of entrepreneurship, both the society and the government should work together, and efforts should be made to overcome the obstacles coming in the way of entrepreneurs.

Female entrepreneurship in India faces many problems including negative attitude of authorities and society toward women. The society and authorities have no format or model for Indian women to move forward in the entrepreneurship sector.

This study seeks to identify, on the basis of a thorough review of literature and expert opinion, major barriers to female entrepreneurship in the context of Indian MSMEs.

Gender equality levels opportunities for men and women and reduces the initial capital constraints women often face, and yet as entrepreneurship opportunities for women open up in more developed and egalitarian societies, fewer women are choosing entrepreneurship. This paper explores this contradiction as it relates to female economic and political participation in the context of business regulation efficiency.

Drawing on panel data from 89 countries from the Global Entrepreneurship Monitor survey and the Global Gender Gap report, we use random effects regression to examine relationships. Analyses included 252 country-years, and all data used during analyses were at the country level.

Results suggest that equality in economic participation narrows and political participation widens the entrepreneurship gender gap, but a country's business regulation efficiency moderates both relationships negatively.

This study does not distinguish opportunity- and necessity-driven entrepreneurship, and does not consider the survival rates of enterprises and their industries.

Findings are pertinent to policymakers interested in advancing female entrepreneurship. They also apply to female entrepreneurs who must begin to recognize the diversity in work-life preferences among women and men.

A theoretical model is informed by two competing theories, suggesting that in the context of female entrepreneurship, removal of economic and political participation barriers, combined with business regulation efficiency, intensifies the entrepreneurship gender gap.