Abstract Entrepreneurship through acquisition represents a viable path to entrepreneurship, yet little is known about the characteristics of the individuals attracted to these types of opportunities. Using a unique dataset of aspiring entrepreneurs, we find that aspiring entrepreneurs with more experience are more likely to proceed with an ETA opportunity while those with experience working in bureaucratic organizations are less likely to proceed with an ETA opportunity. Finally, aspiring entrepreneurs who have stronger implicit motivations of status and recognition are also more likely to proceed with an ETA opportunity. Implications of the findings are discussed and directions for future research are offered.

This paper proposes a dynamic and iterative approach to the identification and classification process of the stakeholders of professional football clubs. To do so a theory used in project management was mobilized. We used a qualitative empirical methodology and focused on a longitudinal case study, a professional French football club. Two data collections were done to capture the stakeholders’ temporal dimension: one before the club’s buyout in 2016 and one after this major event in the club’s life so as to meet the objectives of the study. The first results highlight the role played by each stakeholder but foremost their active and evolutionary nature which should be considered in a managerial point of view. Moreover, and even if it may appear as a cumbersome method as all stakeholders identification and classification processes, the approach we have chosen is fairly easy to implement to assist a professional football club’s manager.

Despite having a membership rate higher than soccer, German fitness studios are suffering badly from the pandemic. Sales in the fitness industry fell drastically in 2020. The decline in sales poses major problems, especially for owner-operated fitness studios, which account for about half of fitness facilities in Germany. While fitness chains, forced to draw on financial reserves, were able to slightly increase the number of their studios despite the pandemic, more than one in 100 individual studio owners had to close their doors permanently because of financial difficulties. The corona pandemic is suddenly turning a once-thriving market environment into a difficult terrain in which gym operators must fight to retain members. But what do these efforts look like? How can customers be retained at a gym and how can cancellations be avoided in times of crisis? The influence from the corona pandemic on customer retention, especially in the severely affected individual studios, represent and raise an interesting and currently relevant field of research. By evaluating an interview with an owner of two individual gyms, it can be shown that the COVID-19 pandemic has a negative impact on customer loyalty and on membership numbers. To counteract this loss of members, owners learned that being present, open and comprehensive communication and personal loyalty are particularly important. Social media also became increasingly important as a communication channel due to the temporary lack of possibility for face-to-face communication. Alternative forms of training, such as online courses, are an effective means of customer retention during the pandemic. Although these options are likely to continually be offered, they will be significantly reduced after the pandemic.

This study aims to explore the impact of workforce agility on organizational development agility in INGOs working in Gaza strip. The descriptive analytical approach was adopted, and a questionnaire was designed to collect data from the employees (excluding service employees) who work at INGOs in Gaza Strip depending on a stratified random sample. The conclusions indicated that workforce agility and organizational development agility were statistically positive and reasonably high. Though there was weakness in the organization practices encouraging employees participation, and self-rule (autonomy). Also, involving change experts in the organizational development practices. In addition, it was concluded that there is a significant positive relationship between workforce agility and organizational development agility. Moreover, workforce agility has strong impact on the organizational development agility. Accordingly, it is recommended that the INGOs need to exert and develop more mechanisms related to enhancing employees involvement and participation in the prescribed fields. In addition to paying attention to enhancing employees engagement and innovation. Moreover, continuous efforts to develop different mechanisms related to organizational development planning.

This paper discussed multiple elements of an entire organization: strategic planning, structuring, business processes, workplace culture, employee performance management, and employee development. These elements are significant for Organizational Performance (OP), and there is a vital role of Organizational Leadership (OL) to lead the development and execution of these elements as a whole. Further, this paper will introduce the conceptual framework, Organizational Performance Leadership (OPL), defined as achieving the overall yearly organizational goals to attain the long-term vision through 6Ps, i.e., Plan, Parts, Processes, Place, performance and People. These 6Ps are also interconnected with each other. This conceptual framework, with its title, can be introduced as a new field of study. If the corporate sector applies this conceptual framework formally, it will play an imperative role in the success of any organization.