This paper examines how an industrial legacy leads to the formation of a distinct local culture and how the culture's survival provides a context for the subsequent entrepreneurial activities in new local industries. The discussion about culture as a key driver of entrepreneurship and economic growth is well established in the academic debate. However, we know little about how culture is formed. Through a qualitative case study of two polar Swedish cities, the study highlights four key factors which are instrumental in the formation of local culture: initial conditions, characteristics of key players, network activities and composition of newcomers. We show how the local entrepreneurs responded to the underlying assumptions of the two different cultures. ARTICLE HISTORY

This article casts light on the development of new regional industrial paths. We explore factors explaining why regional industries with similar early path development trajectories may exhibit diverging outcomes in the longer run and pay particular attention to the role of 'outsiders' in the initiation and further development of regional industrial paths. Drawing on a comparative case study of IT industries in Linköping and Karlskrona, two medium-sized Swedish city regions, we find that the inflow of outsiders was an important driver of early path development processes. However, we find that the interplay between regional preconditions and arriving outsiders, and between outsiders and existing actors, substantially shaped the long-term sustainability of the industrial paths in our study. In particular, the role of agency in fostering positive self-reinforcing mechanisms and structure-agency dynamics are highlighted as key factors for understanding how new industrial development paths are unfolding in the longer term.

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This study, “Museum entrepreneurship as practice and knowledge field”,examines how museum directors view museum entrepreneurship, why they thinkit is important and how it can develop. Results show that the museum directorsview entrepreneurship from a broad perspective that goes beyond a traditionalimage of entrepreneurship as exclusively an economic phenomenon. The resultsemphasize the need to turn to museum entrepreneurship as a way of thinkingabout renewal of museum activities, solving financial problems linked to decreesin public funding, find new sources of income and to create business models thathave potential to refine opportunities coming from digitalization. The need formuseum entrepreneurship is also about clarifying an awareness of what kind ofvalues are created and how these can be formed while maintaining integrity incollaboration with the rest of society. The results also show that there is a need todevelop museum entrepreneurship through collaborative research approaches.