This article contends that interdisciplinary interactions, and temporal factors, influence communications between environment and organisations in ways that are understudied. It tracks the evolution of one recent interface between strategy and entrepreneurship to illustrate the process in action and to suggest how that hybrid can, in turn, interface with new leadership research to improve organisational responses at a time of fast-moving change. In addition, it makes a case for integrating action learning, action research, and action inquiry, as a method for generating more relevant and forward-looking case material than retrospective studies of past practice.