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    Keeping it informal?: The role of national governance and culture in informal entrepreneurship enablement

    Purpose As economies transition towards increasingly formalised, market-driven and capitalistic structures, this study examines why entrepreneurs choose to initiate their businesses informally. Drawing on new institutional economics and the external enablement framework, this research investigates how the interaction between formal governance s…

    Entrepreneurship
    By Esther Salvi and Daniela Gimenez-Jimenez
    in International Journal of Entrepreneurial Behaviour and Research
    December 2026, vol. 32, no. 1, pp. 488-513, https://doi.org/10.1108/IJEBR-11-2025-1717
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    Keeping it informal?: The role of national governance and culture in informal entrepreneurship enablement
    By Esther Salvi and Daniela Gimenez-Jimenez
    in International Journal of Entrepreneurial Behaviour and Research December 2026, vol. 32, no. 1, pp. 488-513, https://doi.org/10.1108/IJEBR-11-2025-1717
    Summary
    Purpose As economies transition towards increasingly formalised, market-driven and capitalistic structures, this study examines why entrepreneurs choose to initiate their businesses informally. Drawing on new institutional economics and the external enablement framework, this research investigates how the interaction between formal governance s…
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    Research Information & Knowledge Hub for additional information on IMD publications

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    Dispelling the myth of the irreplaceable founder
    Dispelling the myth of the irreplaceable founder

    IMD’s Tim Quigley explores the myth of the founder CEO. Contrary to the myths, CEOs should reject celebrity and prioritize their businesses’ long-term futures.

    Talent Management
    By Tim Quigley
    in I by IMD
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    Article
    5 ways to use your human advantage in the AI age
    5 ways to use your human advantage in the AI age

    Lead wisely in an AI-driven world: five simple actions to nurture clarity, protect energy, and enhance personal and team agency.

    Innovation Leadership
    By Andrew Sharman
    in I by IMD
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    Article
    How to build emotional capability in your organization
    How to build emotional capability in your organization

    Build emotional capability through everyday routines that strengthen empathy, improve judgment, and turn human understanding into competitive advantage.

    Leadership
    By Eugene Cha-Navarro
    in I by IMD
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    Article
    The KitKat effect – Building emotional capability into your organization
    The KitKat effect – Building emotional capability into your organization

    Discover why organizational empathy matters, how to build a star board team, and why scenario planning often overlooks the worst case in Issue 25 of I by IMD.

    Leadership
    By I by IMD
    in I by IMD
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    Flying blind: Scenario planning in a climate-disrupted world
    Flying blind: Scenario planning in a climate-disrupted world

    Thomas Gauthier and Andrew Hoffman explain how scenario planning can address climate risk, institutional breakdown, planetary boundaries, and governance.

    Strategy
    By Thomas Gauthier and Andrew J. Hoffman
    in I by IMD
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    Article
    What to do when your old boss is your new chair
    What to do when your old boss is your new chair

    Navigate the challenge of an old boss as your new chair with a practical, four-step playbook for CEO–board harmony.

    Board Corporate Governance Leadership
    By Michael Watkins
    in I by IMD
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    Article
    CIOs: Are you ready to kill your AI darlings?
    CIOs: Are you ready to kill your AI darlings?

    Discover a clear process to kill non-delivering AI pilots, build a portfolio view, and drive scalable AI governance for the enterprise.

    Innovation Strategy Technology Management
    By Achim Plueckebaum, Michael R. Wade and Konstantinos Trantopoulos
    in I by IMD
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    Article
    For M&A success, bring HR into the room
    For M&A success, bring HR into the room

    Engage CHROs early in mergers and acquisitions to align culture, talent, organizational design, and AI insights with deal value and integration success.

    Culture Innovation Leadership Strategy Talent Management Technology Management
    By I by IMD
    in I by IMD
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    Article
    Do more with sustainability data

    Many large companies have invested significant amounts of time and capital into sustainability reporting. In 2022, the European Union’s ambitious sustainability reporting framework, the Corporate Sustainability Reporting Directive, was projected to generate approximately €1.7 billion (about $1.8 billion) in one-off costs and €1.9 billion in recu…

    Sustainability
    By Elizabeth A. Teracino, Florian Hoos and Christine Legner
    in MIT Sloan Management Review Blog
    9 November 2026
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    Do more with sustainability data
    By Elizabeth A. Teracino Florian Hoos and Christine Legner
    in MIT Sloan Management Review Blog 9 November 2026
    Summary
    Many large companies have invested significant amounts of time and capital into sustainability reporting. In 2022, the European Union’s ambitious sustainability reporting framework, the Corporate Sustainability Reporting Directive, was projected to generate approximately €1.7 billion (about $1.8 billion) in one-off costs and €1.9 billion in recu…
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    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

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    Sustainability
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    Article
    What the US midterms mean for business
    What the US midterms mean for business

    Democrats’ US midterm victory could reshape tariffs, AI regulation and corporate scrutiny. IMD experts explain what business leaders should watch.

    Corporate Governance Leadership Geopolitics
    By David Bach, Richard Baldwin, Tim Quigley and Arturo Bris
    in I by IMD
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    Article
    What does it take for a CHRO to become CEO?
    What does it take for a CHRO to become CEO?

    Why is the move from CHRO to CEO so rare?

    Corporate Governance Leadership Strategy Talent Management
    By I by IMD
    in I by IMD
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    Article
    How much judgment has your board already ceded to AI?
    How much judgment has your board already ceded to AI?

    Boards are governing the use of technology for the organization but not monitoring their own use of it and risk ceding too much control of board decisions to AI.

    Corporate Governance
    By Abraham Hongze Lu
    in I by IMD
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    Article
    Do your leadership programs lack micro-experiments?
    Do your leadership programs lack micro-experiments?

    Bridge insight and behavior: discover how micro-experiments turn leadership learning into lasting change through small, real-world tests.

    Culture Leadership Organizational Behavior Organizational Learning
    By Chloé Christopoulos and Michael Watkins
    in I by IMD
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