Based on fieldwork conducted at the outset of the 2008 economic downturn, this paper examines the experiences of a group of unemployed managers and professionals in their fifties. Following a review of existing literature, the authors use a narrative methodology to explore how these people incorporate the experience of job loss into their selfimages and identities. They identify certain core similarities in the experiences of unemployed professionals and then discern three narrative strategies through which unemployed professionals tried to make sense of their dismissal and sustain their sense of selfhood. The term 'narrative coping' is proposed as a way of describing each unemployed professional's struggle to construct a story that offers both meaning and consolation. The study reveals that individuals expressing the most profound despair (those for whom job loss was the 'end of the line') were those whose stories had achieved 'closure'. By contrast, most of those who maintained more openended narratives, were better able to contain their emotions, either by holding on to the belief that unemployment was a temporary career aberration or by abandoning the idea that life is the same as career and by moving on to a new stage of experimentation and bricolage akin to an identity moratorium.

Purpose:

To contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use of both formal and informal learning and in particular the role of networks and crisis events within their learning experience.

Mixed method study, comprising 13 focus groups, over 1000 questionnaire responses from SME mangers, 13 focus groups and 20 case studies derived from semi-structured interviews. Findings: SMEs have a strong commitment to learning, and a shared vision. Much of this learning is informal through network events, mentoring or coaching. SMEs that are innovative are significantly more committed to learning than those which are less innovative, seeing employee learning as an investment. Innovative SMEs are more likely to have a shared vision, be open-minded and to learn from crises, being able to reflect on their experiences.

There is a need for further process driven qualitative research to understand the interrelationship between, particularly informal, learning, crisis events and SME innovation. Implications for practice: SME owners need opportunities and time for reflection as a means of stimulating personal learning – particularly the opportunity to learn from crisis events. Access to mentors (often outside the business) can be important here, as are informal networks.

This is one of the first mixed method large scale studies to explore the relationship between SME innovation and learning, highlighting the importance of informal learning to innovation and the need for SME leaders to foster this learning as part of a shared organisational vision.

Based on longitudinal fieldwork with unemployed managers and professionals in their 50s, the article examines the meaning of job loss to these people and charts their subsequent efforts to restore their lives. The article identifies core similarities in their experiences and discerns different narrative strategies through which they have tried to make sense of their dismissal and sustain their selfhood. For all, job loss was a considerable trauma leading to a fragmentation of identity; this was compounded by subsequent rejection and perceived discrimination. Few were able to resume their earlier careers; the majority had to adjust their expectations downwards and opt for either virtual deskilling in less well paid and less demanding jobs or for an assortment of part-time, casual and voluntary work. Best 'adapted' (and least fragmented) were those who were prepared to forsake hopes of a return to highpowered jobs and display flexibility, resourcefulness and opportunism in adapting to their reduced circumstances.

While a growing number of small- and medium-sized enterprises (SMEs) are making use of coaching, little is known about the impact such coaching has within this sector. This study sought to identify the factors that influence managers’ decision to engage with coaching, their perceptions of the coaching ‘journey’ and the kinds of benefits accruing from coaching: organisational, personal or both. As part of a mixed methods approach, a survey tool was developed based upon a range of relevant management competencies from the UK’s Management Occupational Standards and responses analysed using importance-performance analysis, an approach first used in the marketing sector to evaluate customer satisfaction. Results indicate that coaching had a significant impact on personal attributes such as ‘Managing Self-Cognition’ and ‘Managing Self-Emotional’, whereas the impact on business-oriented attributes was weaker. Managers’ choice of coaches with psychotherapeutic rather than nonpsychotherapeutic backgrounds was also statistically significant. We conclude that even in the competitive business environment of SMEs, coaching was used as a largely personal, therapeutic intervention rather than to build business-oriented competencies

Coaching has enjoyed substantial commercial growth, but empirical support for its effectiveness is limited. Nowhere is this more so than in the matching process between coach and coachee. This study describes the results from a coaching programme in which coachees were asked to reflect on and justify their choice of coach. Initial, qualitative results suggested that female coachees favoured the choice of female coaches, partly as a role model of business success. Male coachees tended to justify the selection of a female coach as more approachable for the discussion of sensitive, personal issues. A minority of male respondents also displayed sexist attitudes in their comments on the selection process. Subsequent quantitative analysis of the data, however, revealed no bias towards the choice of either female or male coaches. While the results show no statistical significance in gender choices, for a minority of coachees, gender is a rather surprising factor in the selection process.