Purpose -Postgraduate students who are more mature and have greater job experience are more likely to be inclined towards entrepreneurship. However, postgraduate students face various barriers such as lack of funds, fear of failure and lack of social networking that may hinder their entrepreneurial inclination. The barriers faced by these postgraduate students may also exhibit different dimensions compared with barriers faced by existing entrepreneurs. This study aims to examine the relationship between perceived barriers to entrepreneurship and entrepreneurial inclination. Design/methodology/approach -Based on a survey-based methodology, data were collected from a sample of 267 postgraduate students from various Malaysian universities. Respondents' perception towards five barriers to entrepreneurship (aversion to risk, fear of failure, lack of resources, lack of social networking, and aversion to stress and hard work) and their entrepreneurial inclination were assessed. Findings -The model R-squared indicated that 31.5 percent of the variation in the entrepreneurial inclination is explained by the five perceived barriers. The highest ranked barrier to entrepreneurship was lack of social networking followed by lack of resources and aversion to risk.Research limitations/implications -The findings in this study cannot be generalized to non-student populations since it covers only postgraduate students. The quantitative approach used was unable to uncover in-depth information on the various barriers. A qualitative approach may be more appropriate to obtain further details. Originality/value -This research provides interesting insights into the entrepreneurship barriers faced by postgraduate students from a developing nation where such research is lacking.

PurposeA slew of conventional change models and theories appear in the extant change literature. Despite being theoretically sound, these a priori structured approaches to organizational change management have questionable application given the rapidly changing business environments. Novel approaches, offering greater flexibility to fast changing external conditions, may offer superior models to organizational change and organizational transformation (OT) in particular. In this paper, the application of a complex adaptive system (CAS) framework, from complexity theory (CT), for managing OT is assessed theoretically.Design/methodology/approachA conceptual paper.FindingsA review of the extant change literature suggests that current approaches and models for organizational change are limited in their ability to reflect OT responses to today's highly dynamic external environments. New models are required to inform and guide organizations. A new model, i.e. CAS framework, is deemed suitable to guide the OT implementation.Originality/valueThis paper critically analyses different approaches to change management, consolidates CAS framework, reviews its applications in the field of management and presents a case for CAS's application for the management of OT.

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As global demand for oil and gas increases, drilling directional and horizontal wells safely, efficiently and economically requires the best in expertise and technology. The drilling strategy required to reach these targets utilizes one of the several available directional drilling techniques which includes the use of Whipstock, Bent Sub, conventional directional Bottom hole assemblies, Rotary steerable system and positive displacement mud motors. Poor well trajectories become the matter of serious worry in deep and deviated sections of the wells with higher dogleg severity, lower ROP, tolls stucking which causes huge economic loss to the operators. In worst case scenarios the in-adequately drilled directional wells are abandoned. The main objective of this research study will be the intermediate drilling section of the well where the steering of the trajectories like directional drilling trajectories i.e. Slant well, S shaped well and Horizontal wells that will be considered for analysis. This study will analyze the performance of RSS and conventional mud motors, on the basis of rate of Penetration (ROP), drilling depth, and borehole quality.

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