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Although the importance of trust in creating and maintaining interorganizational relationships has been acknowledged, little research has focused on the processes leading to the development of trust in international strategic alliances. This article addresses this shortcoming and reports the results of field research on the evolution of AMRAD Pharmaceuticals, a strategic alliance between U.S. and Australian biomedical firms. Based on this case study, a process model of trust is developed which describes how trust can be created and expanded between strategic alliance partners, and its implications for alliance performance. Propositions are developed to motivate and guide future empirical investigation.

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Purpose This case study aims to show how a strategic intervention, using an in-house delivered university entrepreneurship education program, cultivates an entrepreneurial mindset and effective innovation culture amongst company staff. The intervention produces a measured change in staff decision making style from analytical to a more intuitive style. Also assessed is the resulting management-style change to the firm’s internal environment, strategic motivation and performance. Design/methodology/approach Through a qualitative longitudinal study of Partners and staff in the firm, the authors measure the impact of the selection, integration and performance of in-house entrepreneurship education on firm culture. Findings The authors identify organisation factors that inhibit staff entrepreneurial behaviour and by integrating an in-house education intervention, demonstrate unambiguously the resultant effective culture and entrepreneurial mindset. Research limitations/implications Generalising results from this single longitudinal case study requires caution. The positive outcome from the in-house education concept can be considered for further evaluation within other organisations. Practical implications Using an entrepreneurial health-audit to assess in-firm cultural behaviour enables management to identify factors fostering/inhibiting entrepreneurial activity and devise interventions to cultivate a firm-wide entrepreneurial mindset. Originality/value In-house education is not a new concept, but a targeted focus on entrepreneurship applied strategically to a committed firm shows outstanding results. The added-value is in the demonstrated enhancement to effective innovation outcomes.

Purpose The purpose of this paper is to consider the value of an industry ecosystem in providing context for both identifying and evaluating organisation opportunities and related entrepreneurial behaviour for future strategic growth by reference to a case study in the health-care industry. Using a validated entrepreneurship mindset audit instrument, an assessment is made of the leadership, decision-making, behaviour and awareness dimensions of professional practice health-care staff to create the internal culture that fosters an entrepreneurial orientated organisation that can deliver effective innovation for satisfied users of health-care services. Design/methodology/approach This case study examines the distinctive dimensions of entrepreneurial mindset – leadership, decision-making, behaviour and awareness – within a practice-based health-care (nursing) ecosystem and how these dimensions impact organisation performance throughout the health-care industry. Findings This study validates research findings that entrepreneurial leadership encourages entrepreneurial behaviour and an entrepreneurial culture supports the development of innovations. Opportunities for such cultural behaviour are best understood by measuring the staff’s and leaders’ “entrepreneurial mindset”. Research limitations/implications Generalising results from this case study requires caution. The positive outcome from the professional practice examples, and their strong association with impactful entrepreneurial mindset values on service delivery, requires further evaluation. Practical implications Using an entrepreneurial mindset audit to assess organisation’s cultural behaviour enables management to identify factors fostering or inhibiting entrepreneurial activity and to devise interventions to improve strategic direction. Originality/value Entrepreneurial mindset is not a new concept, but adding the critical significance of spiritual awareness to creative entrepreneur behaviour, together with a visioning map, adds both value and understanding to enhance organisation performance.