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This paper is authored by Roger Mumby‐Croft who was the founding proprietor of Seaking, and this case is written from his perspective. The Journal Editors are pleased to be publishing this case study which they believe will provide an excellent classroom vehicle for drawing out academic lessons about SMEs, growth and entrepreneurship.

The purpose of this paper is to consider the industrial exploitation of fishing quotas as a case of organized criminal entrepreneurship. Seldom is consideration given to the existence of informal and criminal entrepreneurship within the fishing industry. Consequentially, this case charts the “Black Fish Scandal” in the UK which saw the flouting of regulations and quotas on a commercial scale netting the protagonists £63 million through the illegal landing of undeclared fish.

The case study underpinning this paper is constructed using documentary research techniques.

Entrepreneurship can be destructive in a Baumolian sense as well as being productive. The moral of the story is that the entrepreneurs involved in the scandal are primarily small businessmen and not organized criminals; and that lessons can be learned from this case on how knowledge of entrepreneurship can be used to ensure that entrepreneurs and businessmen are not tempted to stray into the commission of economic crime.

A limitation of the study is that it was constructed solely from media reports of the scandal. The implications of this study are widespread for politicians, local government, policy makers and academic researchers alike and highlight the rise and fall of an industry and the impact of “laissez-faire” entrepreneurship on the industry suggesting to politicians, local government, policy makers that there needs to be a more planned approach to encouraging entrepreneurship within such coastal communities.

This case based empirical study is of value because it is one of the first known UK studies of the Black Fish Scandal.

Analyses the relationship between concepts of enterprise and hierarchy and what effects both terms mean in the growth and development of companies. The method chosen to examine these issues is that of a case study of a UK trawling company. Attempts to look at the issue of a company management in a lateral way, not so much comparing enterprise and hierarchy to try and prove one or the other is the main reason for company success or failure, but to look at their relationship over a long period of time. Firms need to keep a capacity to be entrepreneurial in order to develop properly but they also need rigour to provide stability. However, as this case study proves, it would appear that a solely hierarchical management structure is more likely to be the norm after the founding entrepreneur has vacated power than the mixed needed to ensure ongoing viability.

The paper aims to examine a management development programme provided for local small businesses by a West Midlands university in order to evaluate how successful the course had been in meeting its goals, to ascertain the extent to which the participants had benefited from the course, and to establish whether any common themes could be found which might contribute to the success of teaching managerial skills to small to medium‐sized enterprises (SMEs).

Data were collected by means of two questionnaires and one group discussion at the end of each course. They were analysed very simply by averaging scores to give a broad picture of participants' views.

The participants saw the course as very worthwhile, claiming that it had met their training needs and improved their performance in the workplace.

The research has indicated that, by using innovative programmes such as the one described here, higher education institutions can contribute to the empowerment and to self‐management among the employees of small companies.

The purpose of this research is to focus on the internationalisation process and experiences of Korean theatre companies. Factors investigated include cultural issues impinging on production values and the roles of entrepreneurial thinking and creativity. An analysis of impacting barriers on performing arts internationalisation is also carried out.

A case study approach was used to investigate the performance and internationalisation activities of five Korean theatre companies that participated in the Edinburgh Festival Fringe.

The exporting of Korean cultural products contributes markedly to the perception and understanding of Korea. Small theatre companies with a tolerance of risk‐taking, together with competencies in creativity and entrepreneurial thinking, can help to minimise the effect of unforeseen problems experienced during the internationalisation of theatre productions.

The in‐depth case study approach adopted here has resulted in the uncovering of data that would not have been unveiled through questionnaire analysis alone. The findings can, however, contribute to future large‐scale surveys of the arts industry.

The issues identified in this study are also relevant for other forms of internationalising artistic productions. The successful combination of artistic ability and the implementation of entrepreneurial competencies, together with the creative use of limited resources, serve as competitive advantages for the arts organisation.

This research promotes a cross‐disciplinary approach to arts marketing in general by encouraging the interrogation of fields such as entrepreneurship, small business marketing and internationalisation research.