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The adoption of e-commerce in small and medium enterprises (SMEs) is a much researched topic in developed and developing nations. The application of mobile devices, and social media networks (SMNs) such as Facebook has revolutionalised the e-commerce adoption process in SMEs. However, research into this area is still developing and there is a dearth of knowledge on how SMEs in developing countries enact and apply this phenomenon. The purpose of this paper is to explain how e-commerce entrepreneurship using SMN is conceptualised and applied in SMEs, and to highlight factors that influence this e-commerce innovation.

An interpretive and qualitative case study approach was adopted as a methodological foundation in a firm pseudo-named, myBot. The study employed the contextualism theory as a meta-theoretical framework to conceptualise and analyse the e-commerce entrepreneurship process in the firm. The study employed face-to-face semi-structured and unstructured interviews with the manager as primary means of obtaining in-depth information. Further information was obtained through website content analysis and document analysis of the firm’s reports and observations.

The results unearth a socially constructed feature of e-commerce entrepreneurship that draws from myBot’s manager’s innovative ability to use Facebook and e-mail to increase sales through its niche market. Factors that propelled e-commerce entrepreneurial activities using Facebook include trust, commitment and innovativeness.

The revelation of this study may have changed due to the dynamic changes in the information and communication technology industry and how these are employed in a particular country and region of the world. Thus, results may not be generalised to other contexts. The study has a methodological limitation as it only had one informant who could respond to the study questions.

The study provides a practical application of using the contextualism theory to analyse e-commerce entrepreneurship in SMN.

The application of e-commerce using SMNs such as Facebook widens the scope of tools that SMEs may use.

The study provides a theoretical lens into the understanding of an e-commerce entrepreneurship process using a contextualism theory. The paper showcases how e-commerce using Facebook can be portrayed in a developing country context.

The purpose of this paper is to demonstrate the contemporary relevance of the management of the Great Pyramid of Giza project.

The paper uses evidence from the literature from many disciplines concerning both the objectives and construction of the pyramid. It relates this to recent discussion concerned with the issues faced in megaproject management, which are core to the discussion of success and failure.

The analysis shows the significance of the “break-fix model” of megaproject management and how having a sequence of megaprojects builds management through a learning process. It demonstrates the significance of innovation arising from the experience of previous projects in solving major technical challenges and illustrates the importance of the organisation and ethical management of a substantial workforce.

There is very limited reliable documentary evidence from the time of the construction of Giza (c.2560 BCE). Many sources concerning ancient Egypt are still widely contested. However, the use of research from a combination of disciplines demonstrates the relevance of the project and the importance of learning from history to contemporary project management.

The authors believe that this is the first paper to analyse the Giza pyramid project from a project management perspective. This was arguably the most significant construction project of ancient history and the paper explains the lessons, which can be learned, which are very significant to today’s megaprojects.

The purpose of this paper is to explain how employability and entrepreneurship embedded in the practice of professional placements in a large UK Business School, grounded in literature and research concerning the relationship between professional experience and employability. It explores possible further developments of this practice into student entrepreneurship.

The paper outlines the relevant literature and then describes the operation of the scheme in practice. It identifies relevant problems and discusses opportunities for both development and research.

Professional experience is of immense value to both students and the organisations that host them. Despite reluctance on the part of some of these two key stakeholders, it has the potential for further expansion in terms of number of students on placement, their location, their experience and integrating placements with entrepreneurship education.

Organisations may see the benefit of employing students on one year or shorter contracts. Universities not currently offering professional placements within the curriculum to their students may wish to adopt best practice and those that are already involved may wish to consider the optional/compulsory element of the placement experience in order to address the reticence of many students to secure this experience. The paper suggests solutions to the well‐established question “Can entrepreneurship be taught?” by investigating the idea of Enterprise Placements.

The paper helps to explain, in a practical way, the opportunities and problems associated with the implementation of a placement scheme in the context of relevant literature.

The purpose of this paper is to describe a case study where student peer mentors were employed to motivate and assist undergraduates to secure optional professional placement positions.

The paper describes the reasons for establishing the project, the recruitment and work carried out by the mentors. It explains a survey of students who had not undertaken placements the previous year to try to identify the activities that would be most effective on the part of the mentors. The mentors, together with the placement co‐coordinator, devised support ranging from one‐to‐one mentoring, drop in “clinics”, online support and large group talks. It discusses the results of this work and evaluates the responses of both mentors and mentees.

Those mentees who took part in the mentoring were typically those who were already enthusiastic about placement opportunities. The majority of students did not take advantage of mentoring support, including support on a drop‐in basis or one‐to‐one basis or support available online through a social network. It was found that the mentoring scheme did not significantly affect the proportion of students seeking or securing placements. However, the mentors themselves gained tremendous benefits from the mentoring scheme, in particular developing their communication skills and confidence.

A thorough survey of potential mentees was not carried out after the project to ascertain the reasons for their lack of engagement.

There are two separate implications of this project. First, the mentoring scheme was valuable primarily for the mentors and not the mentees; and second, the level of support provided by the University is not the main factor in the low take up of optional placement opportunities. If these are felt to be sufficiently valuable for the student learning experience they need to be compulsory with appropriate support available – a mentoring scheme might then be of far more value to mentees.

There is very little published concerning the use of mentoring to facilitate work‐based learning so this paper is valuable for that alone. Furthermore, most published work on mentoring is located in the “best practice” school of pedagogical research where it is implicitly assumed that one must report on the success of an intervention. Frequently it is more valuable to examine more unexpected results of an intervention. This paper however shows much greater benefits achieved by the mentors than the mentees.

This article introduces the concept of a industry phase change. Phase-changes are historical transitions, ones that create a new industry and consumer ecosystem. They are not merely disruptive technologies.

A phase-change is marked by a complex transformation in human behavior produced by a new way to satisfy consumption needs. The Kodak case is described.

A current phase-change sweeping many business sectors is driven by the growing search for competitive advantage through connected ecosystems of stakeholders that co-create value – customers, innovators, partners and communities.

Co-creative ecosystems are a phase-change that requires a new set of executive and management skills, a different culture, a new approach to information, as well as new forms of leadership.

Explains the success factors of the four major types of modern ecosystems: scale ecosystems; creative commons/open source ecosystems; customer ecosystems; and systemic ecosystems. Shows how Kodak was disrupted by its lack of understanding of ecosystems management.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

The paper aims to explain how Procter & Gamble's new strategy review meeting structure and new inquiry culture established a new norm for communication between leaders and their teams throughout the organization.

The authors, one a former P&G CEO and the other a long‐time consultant to the firm, describe how the firm instituted a robust process for creating, reviewing and communicating about strategy.

The P&G process was designed to open a dialog between top management and the leaders of each business to discuss five strategic choices. What is your winning aspiration? Where will you play? How will you win? What capabilities must be in place? What management systems are required?

At P&G the Objectives, Goals, Strategy, Measures (OGSM) statement for a brand, category, or company was the framework for articulating a clear and explicit expression of where to play and how to win, choices that connected with the aspirations of the business and the measures of success indicated.

The paper explains the learning and communication techniques P&G used to foster an authentic, effective company‐wide dialog about strategy.