The Case Study section of the International Journal of Entrepreneurship and Innovation serves two purposes. First, the case studies presented are concerned with problematical issues that are pertinent to students of entrepreneurship. Thus they constitute appropriate teaching and learning vehicles on a variety of postgraduate and undergraduate programmes. Each case study is accompanied by a set of guidelines for the use of tutors. Second, it is envisaged that those engaged in entrepreneurial activities will find the cases both interesting and useful. The case in this issue concerns an ex-corporate manager who is in the process of establishing and developing her own business after being made redundant from her senior management position. It is based on two in-depth discussions, one held in the first year of setting up the business, the second occurring after the business had been up and running for 18 months. Focusing on the question of identity, the story illustrates the complex issues involved in the transformation, development and maintenance of identity during such a transition. The case is a real-life one but all names are pseudonyms.
Published quarterly, this journal provides a worldwide forum for the exploration and dissemination of ideas and experience relating to the development and application of entrepreneurship. IJEI is interdisciplinary, publishing the highest-quality work in business and management and in the social sciences. Authors and readers are drawn from government, industry and universities. It has particular appeal to researchers and teachers in higher education, especially in business schools, and university departments of management, sociology and psychology.
Each issue includes double-blind peer-reviewed papers; a case study with teaching notes, an 'Internet Review' section which identifies and reviews Websites on a selected topic, and book reviews. For key topics go to www.ippublishing.com.