Entrepreneurial training and action: understanding the role of cognitive dissonance

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This paper develops a framework and set of propositions to show how opportunity constraints affect the link between entrepreneurial training and action, and how this can lead to cognitive dissonance when individuals are unable to act on their intentions. Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.