Since the 1990s the education sector has been called upon to create more 'entrepreneurs' to find solutions to global problems (Acs and Audretsch, 2010) leading to entrepreneurship education (EE). EE is considered to be at an early stage of development, regarded by some as confusing or marginal, with work needed to make it more effective and available (Lackéus, 2015). Expectations of EE “may have spiralled beyond what is both realistic and possible” (Henry, 2013, p.836). The educator is key in this relationship, but research has largely neglected their experiences. This study directly addresses this gap. EE can be categorised into four learning approaches: (1) knowledge 'about' entrepreneurship; (2) human and social capital 'for' entrepreneurship; (3) entrepreneurial attributes 'through' EE; and (4) 'embedded', where EE is inculcated within wider learning outcomes. An interpretative phenomenological approach was employed to study UK based Higher Education EE educators. This study provides an original contribution to knowledge by proposing a conceptual model of the essence of EE educators' experiences identifying: shared values; multiple identities; and innovative practices. It finds something personal and inherently 'good' about EE, beyond knowledge of entrepreneurship, which attracts certain educators. These educators are entrepreneurial with a need for change, distinctiveness and action, which can lead to marginalisation from the traditional educational establishment. They are found to be highly efficacious when a HEI is developing EE, and it is argued, could act as significant enablers for wider HEI institutional change. Despite substantial EE policy, within HEIs the EE agenda can go 'in and out of fashion', causing frustrations and difficulties for educators. Policy implications are advocated to create enabling HEI environments and future research is recommended to develop a clearer understanding of what EE, and in particular EE educators, require to make a significant and measurable impact for students and wider society.

<p>Learning Ambidexterity in Organization As organizational exploitation drives out exploration, companies must reach beyond traditional organizational learning practices to become learning organizations, learning in action as they also perform. As traditional companies tip the balance between entropy and negative entropy, they ultimately begin to focus almost exclusively on evolutionary learning and refining more of what they already know. High-Tech Optics avoided this success trap of focusing on past performance by routinely assessing and perturbing its cultural and structural inertia and continually reaffirming that performance and learning should be integrally linked objectives. Exploitation was kept from crowding out exploration by several factors, namely the company CEO and the ambidextrous organizational culture. When learning was emphasized, it was in the context of ambidextrous learning, not simply a reference to incremental learning associated with the refinement of existing products and processes. Instead, this company?s learning fell across a spectrum, from learning within a specially created structurally ambidextrous space to research projects, customer problem solving, perturbing its own processes, and helping others. This qualitative single-case study, with its nine findings and four conclusions, strongly suggests not only that it is possible for organizations to learn ambidexterity, but that such learning most likely happens in all organizations. This study discovered that High-Tech Optics naturally converged on all three kinds of ambidexterity: contextual, structural, and temporal. What might not be possible, or natural, for most organizations, however, is the sustainment of ambidexterity, learning how to make an ambidextrous culture permanent. Remarkably, High-Tech Optics, a manufacturing company, emerged as an ambidextrous organization naturally over time, but then deliberately set mechanisms, structures, and processes in place to continue these behaviors indefinitely. The main implication for practitioners is to consider an ambidextrous plan for their own organizations. As exploitation tends to drive out exploration as organizations mature, favoring what is already known over what is new, organizations should not forget their early explorative learning behaviors.

<p> This quantitative research study was developed in response to challenges small-business owners face with high stress, corporate devastation, and burnout. The research examines burnout and self-care practices among small-business owners to foster psychological well-being. Many studies exist on professional burnout; however, to date, the researcher has not been able to uncover published research related to small business owners&rsquo; exhaustion and burn out. Theories in academic literature on self-care, managing transitions, and psychological well-being can be applied to small-business owners experiencing burnout, while leading through corporate life cycles. </p><p> This research study utilizes a quantitative, correlational, design approach to examine the levels of burnout in the domains of exhaustion, cynicism, and professional efficacy. Purposive sampling was used for small-business owner selection. The Maslach Burnout Inventory-General Survey (MBI-GS-4^th Edition) was conducted to assess burnout and demographic data was collected from 66 participants. Pearson Correlations determined the relationship between levels of burnout among small-business owners and whether relationships exist between the burnout domains and participant&rsquo;s demographic characteristics. </p><p> Results from this study indicated two significant findings. Correlations indicated higher levels of exhaustion for small-business owners who were younger. Secondly, correlation analysis indicated a significant negative correlation between respondent&rsquo;s length of time in business and their level of exhaustion. The results of this research study may provide direction to where further research may be needed. Recommendations include the development of long-term workable stratagem for small-business owners to manage corporate life cycles, and enhance professional performance. Findings from this quantitative research can be used to enhance the quality of life, and improve corporate success of small-business owners, in the United States.</p><p>