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This paper brings together findings from current research into mental health and employment from an economic perspective. The economic impact of reduced employment and productivity for people with mental health problems is described from both individual and societal viewpoints. Interventions reported to have an impact on employment are considered, looking at both clinical interventions that have reported employment outcomes and interventions that have as their primary target the improvement of employment outcomes. The paper also describes the impact of common mental health problems on employment and productivity and reports the findings of some studies in this area. However, the quantity and quality of economic information in this area are limited.

A family business founded by Chinese immigrants grew into a $133 million toy and costume maker by exploiting seasonal niche segments in the highly competitive, global toy industry. Sales of traditional toys stagnated when replaced by game consoles and electronic toys. Unable to compete in high tech toys, MegaToys moved instead toward seasonal products. In 2007, brothers Peter and Charlie Woo were about to pitch what they hoped would be $63 million in Easter basket sales to Wal-Mart. If Wal-Mart took the full order, it would come to represent over half of MegaToys' revenue.

The company was faced with the dilemma of how to grow, and at what pace. Charlie Woo knew that MegaToys could continue to grow as long as it was able to satisfy Wal-Mart's demands. Peter Woo wondered if this was the smartest way to grow the business. “Growth is a good thing as long as you don't sell your shirt to get it,” he noted. Should MegaToys continue to increase its sales to Wal-Mart, or would dependence on Wal-Mart eventually threaten the firm's success? Were there other, untapped opportunities for MegaToys that were well aligned with its strengths, resources, and capabilities?

The purpose of the paper is to present practical methodological insights into doing research with the owner‐managers of small and medium enterprises.

Practical methodological lessons are reported from a project involving interviews with owner‐managers of a set of 50 firms recruited from a random sample of 500 New Zealand “manufacturing” or “service” firms employing 5‐50 full‐time staff.

The experiences of the project team were reflected on, refined, and presented as six practical “lessons” to be considered by others contemplating engaging with SMEs to achieve a research objective.

The findings are subjective (in that, they are the opinions and experiences of the researchers involved) and are derived from a specific context (the SME sector in New Zealand).

The paper contributes to the small, but growing, body of literature that specifically deals with “good practice” research methodology in relation to small firms.

There is a paucity of studies on the complex longitudinal dynamics of innovation incorporation within family‐based small‐ to medium‐sized enterprises (SMEs) in response to market and technological change. Attempts at innovation implementation are likely to be influenced by the dynamic effects of critical incidents or crisis points in small family‐based firms. The aim of this EU‐funded study is to explore the effects of critical incidents on innovation implementation within a regional cluster of family‐based SMEs over a two‐year period.

The research methodology involves the longitudinal study of a regional cluster of five family‐based businesses in relation to innovation implementation at firm level. A participant observation and critical action learning methodology was used to study the firms over the two‐year period of the study.

The findings, as summarised using a conceptual model, show that the critical incidents acted interactively with the firm's lifecycle stage and its approach to family versus business, to either act as a catalyst for developing more radical innovation or in maintaining the status quo or continuous improvement.

The findings can act as a guide for how family‐based firms can evaluate and maximise their responses to critical incidents and leverage them to encourage more radical approaches to innovation implementation.

There is a paucity of longitudinal studies on the effect of critical incidents on approaches to innovation implementation in family businesses.

Despite a growing body of literature in the field, there is still considerable uncertainty as to whether entrepreneurs are born are made, which has led to an ongoing debate in the entrepreneurship academy about whether we can actually teach individuals to be entrepreneurs. With this in mind, this two‐part paper aims to address the question of whether or not entrepreneurship can be taught.

Part I of the paper dealt with the importance of entrepreneurship in a modern and constantly changing environment; the various ways in which entrepreneurship programmes and courses can be categorised, and the objectives, content and delivery of programmes. The second part of the paper, which is presented in this issue, deals with the topic of determining and measuring programme effectiveness.

Despite the growth in entrepreneurship education and training programmes, the paper reports that little uniformity can be found. Attention is drawn to the art and the science of entrepreneurship, with the consensus that at least some aspects of entrepreneurship can successfully be taught.

The authors highlight the need for evaluating programmes, and for educators and trainers to have a fuller understanding of what they wish to achieve from their programme from the outset, in order to ensure a more accurate assessment of the outcomes.

The purpose of this paper is to investigate differences/similarities in business practices of second‐generation South Asian entrepreneurs within family‐owned firms, in comparison to their second‐generation counterparts managing and running their own business.

The paper draws its theoretical underpinning via a number of concepts relevant to the South Asian business experience. To understand this, investigation was conducted within a phenomenological paradigm. In total, 48 semi‐structured interviews were carried out with three South Asian groups. Namely, first‐ and second‐ generation Sikh, Hindu and Pakistani Muslim entrepreneurs from both family and non‐family owned micro‐small businesses situated within the Greater London area. In addition, nine businesses from all three ethnic groups were selected to complete the multiple (comparative) case‐study stage of the research.

Similarities and differences between second‐generation entrepreneurs within family and non‐family businesses (NFBs) are evident. For instance, a majority of the respondents (from family and non‐family businesses) considered entrepreneurship as something to embrace, and not as a means of economic survival. A minority of the respondents within FBs were pushed into entrepreneurship, as such, this has had an impact on the father‐son relationship in a negative way. Second‐generation respondents from FBs, in comparison to their counterparts within NFBs, were more likely to have decision‐making pertaining to the business impeded by the father. Furthermore, respondents from FBs were moving back into the said business, whereas, respondents from NFBs were developing businesses more akin to their prior employment experience.

The paper offers insights into the behaviour and business practices of second‐generation South Asian entrepreneurs from family and non‐family, so adding a further dimension to our understanding of this particular group.

The paper will be of value to policy makers, practitioners and researchers alike, is it sheds light on motives, prior experience and class resources the second‐generation bring to entrepreneurship.

To report on an investigation amongst small firm owner‐managers in the service sector into potential demand for an MBA.

Relevant recent literature is critiqued concerning small firms and learning, and MBAs and small firms. A description is given of the research methods employed involving a mail questionnaire sent to 600 small and microenterprises eliciting 99 completed questionnaires, and follow‐up interviews with a sample of 20 respondents.

Identifies a potential market for an MBA tailor‐made to the requirements of a “learning segment” of small firm owner‐managers. Finds owner‐managers have sophisticated product requirements to be satisfied which would necessitate significant changes in higher education course provision and processes.

The research was not concerned with investigating price. Bridging the gap between meeting the educational needs of small firms and higher education provision would help to address issues of social exclusion and potentially enhance the competitive economy.

Higher education institutions need to make significant changes to course provision and teaching, learning and assessment processes in order to develop an MBA product appropriate for the small firm market.

Assists with planning and designing a small firm MBA. Furthers debate concerning small firms and lifelong learning in order to develop a more competitive economy.

Despite the renowned poor employment practices across the hospitality industry recent analysis of the Workplace Industrial Relations Survey reported higher levels of job satisfaction among hospitality employees than those in other industries. This paper presents a collective case study of hospitality employees across four small independent restaurants to shed light onto why this situation might exist. The paper discusses the influence an employee's orientation to work has and demonstrates how orientations underpin individual attitudes and behaviour. In presenting four different orientations to work, how individuals manage work and life for personal satisfaction and gain, is illustrated. Indeed, this individualistic ideology contributes to the levels of job satisfaction reported.