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The purpose of this paper is to demonstrate that an implication of Holcombe’s (2002) model is a “revolution trap.” This paper extends Holcombe’s model adding Klein’s concept of entrepreneurship as judgment concerning the use of heterogeneous political capital. The authors use the case of the USA presidential election of 1800 to demonstrate the utility of the extension, and to discuss how political entrepreneurship served to prevent a revolution trap. The political entrepreneurship of 1800 established the precedent of peaceful transition of power in the USA, which opened the door to the rapid economic development of the early nineteenth century.

This is a historical case study using letters, newspapers, pamphlets, and other pieces of empirical evidence to highlight an important moment of political entrepreneurship.

Many contemporary observers predicted that the USA would devolve into continuous revolution, which the authors argue Holcombe’s (2002) model predicts. However, political entrepreneurship ended the revolutionary period in the former British North America. Moreover, the political entrepreneurship ending the election crisis established the precedent of peaceful political succession. This precedent comparatively elevated the returns of productive, market entrepreneurship (Baumol, 1990). As a result, the USA experiences a prolonged period of entrepreneurially driven economic growth.

To the authors knowledge, no one has developed the implication of a “revolution trap” from Holcombe’s (2002) model, nor has anyone applied Klein’s (2008) model to extend Holcombe’s model of political entrepreneurship. Although the disputed presidential election of 1800 has been extensively researched, no one has analyzed the election and its resolution from the perspective of political entrepreneurship.

Investigating the beginning of project management (app. 30 BC) with a focus on business models similar to the “PDCA” cycle, the purpose of this paper is to find an approach which could be used as a new standard procedure for the eradication of projects in Lean project management.

Based on literature research of models similar to Walter A. Shehwart’s three-step and Edward W. Deming’s four-step (PDC(A)) wheel, the investigated models are interconnected to form a new concept which represents an innovative cycle logic proposed to be applied in Lean project management. This new cycle logic is rolled out on three different levels, which are transferred from the Lean management hoshin kanri model to Lean project management. In addition to literature research, semi-structured interviews were performed to get an indication as to the integration of Lean management (with a focus on PDCA) in project management today.

It was found that the “Check Plan Do” cycle is a Lean variant of the “Plan Do Check Act” model that is already used in consulting projects in practice, partially appears in project management standards, in governance models of ambulance, fire services, human aid and military forces and in quality management models of Six Sigma, design for Six Sigma and an excellence model of the European Foundation for Quality Management. To ensure continuous improvement it was found that the new CPD cycle can be used on different “planning” levels in analogy to the hoshin kanri logic.

To the best of the author’s knowledge, a discussion as to how the PDCA cycle can be adapted to Lean project management, considering the implication of business models similar to the PDCA wheel, has not yet been conducted within the field of project management.

The growth, diversity and applications of research into dynamic capabilities (DCs) have resulted in the whole literature on DCs becoming a complex and disconnected body of knowledge. This has led to criticisms of the subject of DCs as being vague, tautological and without practical value. Hence, the purpose of this paper is to synthesize the diverse scholarly literature about DCs and develop a more integrated understanding to minimize the reported apparent vagueness.

In this paper, the authors review various relevant themes on DCs using a selection of 133 articles published in 22 recognized, top-tier management journals during the period between 1990 and 2016, with an aim to build a structured and integrated theory. For this, morphological analysis (MA), a systems-thinking technique, is applied.

MA is applied to develop a multi-dimensional conceptual framework comprising five dimensions and 26 variants that enable a structured representation of the conceptual foundations of DCs. Further, the authors identify 81 individual DCs noted by various scholars; elucidate assumptions and antecedents relevant to the DCs approach; structure the key characteristics; and expound the input factors, impacting factors, desired outcomes and assessment yardsticks.

This would be a useful resource for researchers working in the area of DCs to explore opportunities for future research.

The MA framework helps managers to look at DCs more holistically, and hence would help them in developing, managing and retaining DCs in organizations.

This study is the original work contributed by the authors and has no specific organizational reference. This research implies new directions to look beyond individual DCs in firms toward a more integrated theory building.

The purpose of this paper is to explore factors contributing to non-participation in a workplace physical activity (PA) intervention in a large UK call centre.

In total, 16 inactive individuals (nine male/seven female), aged 27±9 years, who had not taken part in the intervention were interviewed to explore their perceptions of PA, the intervention and factors which contributed to their non-participation. Transcripts were analysed using thematic analysis.

Six superordinate themes were identified: self-efficacy for exercise; attitudes towards PA; lack of time and energy; facilities and the physical environment; response to the PA programme and PA culture. Barriers occurred at multiple levels of influence, and support the use of ecological or multilevel models to help guide future programme design/delivery.

The 16 participants were not selected to be representative of the workplace gender or structure. Future intentions relating to PA participation were not considered and participants may have withheld negative opinions about the workplace or intervention despite use of an external researcher.

In this group of employees education about the importance of PA for young adults and providing opportunities to gain social benefits from PA would increase perceived benefits and reduce perceived costs of PA. Workplace cultural norms with respect to PA must also be addressed to create a shift in PA participation.

Employees’ reasons for non-participation in workplace interventions remain poorly understood and infrequently studied. The study considers a relatively under-studied population of employed young adults, providing practical recommendations for future interventions.

The purpose of this paper is to review the existing literature on Lean Six Sigma (LSS) for services, construct a morphological analysis (MA) framework and identify research gaps to point to future research possibilities and priorities.

The MA framework is based on literature review of 175 papers published from 2003 to 2015, across 67 journals recognised by Scopus or ABS Academic Journal Quality Guide 2015. A three-phased methodology is used by the authors, with Phase1 featuring a five-stage systematic review protocol to identify relevant journal papers for review; Phase2 presenting a framework for classifying the reviewed papers in terms of their fundamental, methodological, chronological and sector-wise orientations; and Phase3 constructing an MA framework on the classified papers and identifying the research gaps.

The MA framework constructed based on six dimensions, namely, organizational context of applications, desired outcomes, implementation systems, LSS tools and techniques, integration with other management philosophies and evaluation methods, involving 40 focused themes, has revealed 355 distinct research gaps as opportunities for future research.

This paper confirms the existence of substantial scope and points to specific topics for further research in the area of LSS for services. The findings demonstrate the gaps in academic research on the subject. In addition, the study also helps organisational leaders and practitioners to look at LSS from a holistic perspective in the services context.

The MA framework of the existing literature on LSS for services presents a unique, systematic effort to identify research opportunities. In addition, a five-stage systematic review protocol is proposed in this paper. This could be valuable to researchers and practitioners in enabling them to systematically review the literature on research subjects of interest to them.