A Anand Naidu

James Chia reframes entrepreneurship as a lifelong design exercise rather than a race for blitz-scale. His "reverse entrepreneurship" philosophy prizes self-funding, lean scope and personal equilibrium, rejecting the high-burn, venture capital playbook. Rising from a resource-scarce childhood through IT engineering to helm Apex Dynamics Singapore, he shows how disciplined bootstrapping, iterative problem-solving and mentor-driven learning can build a global sales network with minimal headcount. Strategic pivots - from software to high-precision gearboxes - demonstrate opportunity recognition grounded in deep customer intimacy, while his flat, trust-centric structures cut cycle times to days, not months. Chia leverages Singapore's frictionless regulatory infrastructure yet resists subsidy dependence, proving that resilience, pragmatic capital stewardship and relational capital can outperform debt-fuelled expansion. By casting family stability, continuous education, and community contribution as core metrics of success, the chapter challenges the growth-at-all-costs orthodoxy and positions balanced, control-retaining entrepreneurship as a viable model for volatile, high-cost ecosystems.

Dr Ng Chin Siau transformed a neighbourhood clinic into Q&M Dental Group, Singapore's dominant oral health network and a regional contender. The narrative tracks his early leap of faith during the Asian Financial Crisis to finance a buyout and then maps Q&M's disciplined five-clinics-per-year rollout, 2009 IPO and subsequent expansion across Singapore, Malaysia, and China. Growth is propelled by a partnership model that aligns dentists' incentives, M&A, and continuous investment in digital diagnostics and in-house artificial intelligence (AI) to standardise care. Strategic diversification into laboratories, dental education, and pandemic-era polymerase chain reaction testing illustrates opportunistic agility, while international setbacks reveal Ng's hands-on turnaround skills. Confucian values - loyalty, trust, and benevolence - anchor an ethos of "charity first, profits follow", manifested in free clinics for low-income workers and overseas missions. The case spotlights how risk appetite, lifelong learning, and values-driven governance can scale professional services without diluting social purpose.

Generative artificial intelligence (GenAI) has fired the world’s imagination. The higher education sector is not immune from the GenAI hype, panic, and mania. The emergence of artificial intelligence, in its newest form, into curriculum, student life, and learning has created an entanglement of technology, people, and learning. Yet, there is still a lack of cohesive accounts of the emergent literature used to inform practical learning and teaching decisions. Our manuscript responds with the deployment of a previously published systematic literature review to create the first version of the Artificial Intelligence in Higher Education Database (AIHE V1). Published in conjunction with this article, we pioneer an open-access resource to support learning and teaching scholars to gain timely access to pre-examined literature on AI and higher education. This first version documents 160 manuscripts published between 30 November 2022 and 31 December 2023. Using a rigorous systematic review method, engaging in the PRISMA approach, we offer a first glance at the metadata of articles published on AI and higher education during the first year of ChatGPT.

This study investigates how the various dimensions of entrepreneurial orientation (EO) influence the relationship between the strategic decision-making process (SDMP) and performance within Singapore Small and Medium Enterprises (SMEs). Drawing on a survey of 278 SMEs and 14 semi-structured interviews with owner-managers, results suggest that Singapore SMEs engage in a mixed SDMP, comprising of both the deliberate and emergent SDMPs. Of the five EO dimensions, only proactiveness and competitive aggressiveness have a statistically significant relationship with the deliberate or emergent SDMP. Contrary to extant literature, a positive relationship is found between a deliberate SDMP and organisational performance.