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Systematic reviews – that is, research reviews that are rigorous and follow scientific methods – are increasingly important for assisting stakeholders in implementing evidence-based decision making for children and adults with disabilities. Yet, systematic reviews vary greatly in quality and are therefore not a panacea. Distinguishing “good” reviews from “bad” reviews requires time and skills related to the appraisal of systematic reviews. The purpose of this chapter is to inform stakeholders (i.e., practitioners, administrators, policy makers) of evidence-based information sources that provide synopses (i.e., appraisals) of systematic reviews, to provide guidance in reading and interpreting the synopses of various sources, and to propose how to make sense of multiple synopses from different sources for the same systematic review. A secondary purpose of this chapter is to illustrate how stakeholders can conduct their own appraisals if synopses are not available.

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.

This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.

The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.

Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.

This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

The literature on entrepreneurial ecosystems is fragmented, and yet, no studies have paid attention to integrating the available studies. The purpose of this study is to provide a systematic review of contributions related to entrepreneurial ecosystems.

This literature review evaluates studies that are covered in the Web of Science index.

In addition to the recent state of research (covering industries, geographical scopes, methodologies, etc.), this study provides an extension of Isenberg’s (2011) model of entrepreneurial ecosystems.

A new avenue arises for both conceptual and empirical research by emphasizing crowdsourcing as a contributing element for the entrepreneurial ecosystem. Future studies can evaluate the effectiveness of different types of crowdsourcing profoundly to make sure whether creating a promising ecosystem all types of crowdsourcing have a similar value or impact.

For public policy and local decision-makers, both collaboration opportunities and interaction interfaces between the stakeholders of the entrepreneurial need to be reconsidered in the design of entrepreneurial ecosystems.

Higher degrees of collaboration, information exchange and innovation are likely to yield favorable entrepreneurship environments.

Novelty of this study arises from integrating crowdsourcing theory in the systematic review of entrepreneurial ecosystems.