In order to share the issues involved in setting up a communication skills training programme in a medical school, the development of such a programme at the Skillslab of Maastricht Medical School, the Netherlands, is described and the problems encountered are addressed. A multidisciplinary working group developed teaching goals for communication skills, focused on observable behaviour to be displayed by students. These teaching goals were incorporated in a generic model for doctor-patient communication. A longitudinal training programme was created, throughout the four years of the preclinical curriculum. Students meet in small groups of 10, once every 2 weeks. In between group sessions they practise consultation skills in simulated patient contacts. Communication skills are assessed in the annual multiple station examination. In the development of this programme the following consecutive actions were taken: teaching material was produced, and an assessment tool was developed, as were instruments for programme evaluation. The programme evaluation allowed student feedback to teachers, the teachers' departments, and the administration of the medical school. Finally, teacher training was professionalized.

Medical interviewing skills are integral to good medical care. In order to measure these skills an instrument has been developed, called the Maastricht History-Taking and Advice Checklist (MAAS). It has been studied with regard to interrater reliability and validity. In this study a revised version of the MAAS (MAAS-R), a check-list of concrete interview behaviour, has been investigated concerning feasibility and reliability for examination purposes. Audio-recordings were obtained of 24 doctors, each interviewing eight different standardized patients. The recordings were independently scored by three general practitioners trained in using the MAAS-R. The results of generalizability analysis, considering the influences of doctors, cases and raters, are encouraging. In order to overcome case-specificity feasible and reliable measurement can be accomplished with 8-10 cases in 2-21/2 hours of testing time, each case being scored by a different rater. Reliability improves considerably if assessment is restricted to basic interviewing skills.

Given recent developments in information technology and intellectual property (IP) legislation, technology firms may benefit from an integrated IP strategy that combines patenting with strategic disclosure. This article presents a series of cases that introduce various aspects of strategic disclosure and provide a framework for how and when such practices may be merited as part of an integrated IP strategy. To help CEOs decide on the economics and efficiency of the practice, practical guidelines are provided for when it might be a useful complement to the firm's other IP management practices.

Action-orientation is portrayed as key for entrepreneurship. To understand the conditions under which action-orientation is indeed favourable for entrepreneurs, we introduce the personality-systems-interaction (PSI) theory to entrepreneurship research. PSI theory distinguishes action- versus state-orientation and explains how both dispositions influence an entrepreneur’s cognition (including goals), emotional reactions and the resulting behaviour. It provides a novel basis for understanding individual differences in persistence and progression through the venture creation process. Based on the tenets of PSI theory, we develop propositions to explain how action-oriented versus state-oriented individuals respond differently to the demands of the entrepreneurial process.

Research summary The transition from a founder‐led start‐up to a professionally managed firm entails significant change in the firm's organizational design. This transition can constitute a critical juncture for the entrepreneurial firm, and there is a risk of losing key talent. We posit that limiting the disruptive effect of changing organizational structures requires organizational members to not only adopt new roles but also embrace new behavioral norms regarding how the firm operates. We use an inductive multicase study paired with exogenous data on company morale to explore outcome variation in such transitional processes and elicit managerial strategies that can guide successful founder‐CEO succession and the accompanying organizational change of the entrepreneurial firm. Managerial summary Adapting the organizational structures of an entrepreneurial firm to match the needs of its expanding operations represents a critical moment in a firm's life. During this phase, the founder‐CEO is often replaced by a professional CEO. This event coupled with reorganization can be highly unsettling for the venture's workforce and can lead to turnover with negative performance implications. To minimize disruption, we studied change strategies employed by incoming professional CEOs. We find that most effective CEOs jointly use three change levers—change readiness activation, shared pathway creation, and founder legacy fairness—to help team members adapt to the new situation and align their behaviors with how mature firms operate.