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According to the World Health Organization (WHO, 2015), in the next 30 years, the world population will age rapidly, so that in the middle of the twenty-first century those people who are over 60 years of age will be double that at the beginning of the century. Between 2015 and 2050, the world population with more than 60 years of age will increase from 900 million to 2,000 million.

Faced with this demographic change experienced by the world population, formulas are increasingly being raised that make active aging possible, opening possibilities for self-realization and personal and professional growth until the end of life. This is one of the reasons why more and more scholars and practitioners are focusing on the value of entrepreneurship in older adults and the programs that encourage it.

This chapter aims to reflect on what leads the group of so-called senior entrepreneurs to start a new work–life based on entrepreneurship or self-employment, as well as discuss some myths of entrepreneurship. To what extent we must consider the firm performance as a variable on which the decision can be taken is pivoted. Entrepreneurship is a complex issue, and although it is true that it has been strongly analyzed both academically and professionally by different generations of young people, the behavior of senior entrepreneurs, a population group that is becoming increasingly important sociologically and economically, has barely been studied.

The purpose of this paper is to present a retrospective of the career life of Michael Driver, from the time of his Princeton graduate studies and early faculty years at Purdue University through the over three decades he spent at USC.

The history and development of his theoretical and research interests are presented, as well as the many contributions he made to both management consulting and the education of MBA students. His 1970s role in the founding and development of the Careers Division of the Academy of Management and his contributions to career research are highlighted and illuminate one of the critical periods in the renewal of the field. His orientation towards complexity and integration stand out as characteristics that positively impact theory building and research.

Michael Driver's career life was one of depth, scope, growth, and continuity. As a humanist, he would want us to not only continue our pursuits to better understand the complexities of human behavior, but to integrate them into something more meaningful.

This retrospective provides insight into the history and development of Mike Driver's theoretical and research interests and underscores his many contributions. The essay also highlights the history of career studies during the renewal period of the 1970s and 1980s. Hopefully, Mike Driver's legacy will inspire younger scholars to extend the field and carry it forward.

Belbin′s Self‐Perception Inventory (SPI) has become a standard trainers′ tool. Interplace II has developed the original concepts, ironed out the weaknesses of the SPI and made progress in the field of team building. Examples are given of the specific assistance that can be obtained from the program, together with useful pointers for new users.

This paper discusses the issues relating to the origin, development, and management of the Global Leadership and Organizational Behavior Effectiveness research program (GLOBE) project. GLOBE is a cross‐cultural research program involving 160 scholars in research teams in 60 nations. The discussion includes designing the research program; recruiting participating scholars; obtaining commitment to the program objectives; replacing country teams which fail to meet their objectives; establishing electronic and Web links; designing the documentation for data collection and coding; establishing rights to data sharing and authorship; and dividing responsibility for data analysis and writing. Special attention is given to lessons learned from managing the project.

The purpose of this paper is to review the formation and evolution of the “Making Projects Critical” movement in project management research.

Retrospective and discursive paper.

Reflections on tensions and challenges faced by the MPC movement.

The paper establishes the historical trajectory of this movement and clarifies the tensions and challenges faced by MPC.

The purpose of this paper is to compare the self‐reported health‐promoting behaviours of music and non‐music performance students in higher education. It also seeks to determine the extent to which perceived health and self‐reported symptoms are associated with lifestyle, emotional affect state, self‐regulation and self‐efficacy.

Music performance students from two conservatoires (n=198) and students of nursing and biomedical science (health students) from two universities (n=65) aged 18‐26 years completed the health‐promoting lifestyle inventory; the positive and negative affect, the self‐efficacy and the self‐regulation scales, as well as reporting their present health and completing an inventory of musculo‐ and non‐musculoskeletal health problems.

Music performance students score lower than health students on health responsibility, physical activity and spiritual growth; also on self‐efficacy and self‐regulation. Music performance students rate their health, generally, worse than do health students, and report a wider variety of symptoms, which they rate as more severe than do health students. Perceived present health is most strongly correlated with reported healthy lifestyle. This in turn is associated with positive affect, self‐efficacy and self‐regulation.

This is a relatively small‐scale investigation of the health‐promoting behaviours and experiences of ill‐health reported by two groups of students following different programmes of study and with different career aspirations. Firm conclusions cannot therefore be drawn.

While nursing and biomedical science students may be atypical in that they are likely to gain a greater awareness of health issues from their studies, it could be argued that music performance students need to adopt healthy lifestyles in order to reach their full potential as musicians, and health promotion should be part of their training.

The interrelationships among lifestyle, physical health and psychological well‐being have been studied in a number of populations. The health‐promoting behaviours of music performance students in comparison with those of other students are of particular interest given the physical and emotional demands of expert music making.

Mergers and acquisitions (M&As) are becoming a strategy of choice for organizations attempting to maintain a competitive advantage. Corporations spend billions of dollars annually in pursuit of this strategy; the success rate, however, is less than commendable. Research offers a number of potential determinants for this success rate. Receiving increased attention and research, organizational culture is one factor identified as a potential catalyst to M&A success. This article reviews related literature to identify some underlying reasons why organizational culture is an important factor in regard to the success rate of M&As. Specific emphasis is placed on cultural implications to consider prior to the merger or acquisition (event) and implications to consider subsequent to the event. Strategic alternatives suggested by researchers in organizational change, organizational strategy, and organizational development/ management research are also synthesized in an attempt to offer a comprehensive perspective on ways that organizations might improve the success rate of M&As.