The uncompromising leader.

Although most existing studies have considered entrepreneurial bricolage as a means to overcome resource constraints in new ventures, few have explored the direct effects of entrepreneurial bricolage on employee creativity, particularly in the context of entrepreneurial internet firms. Drawing from multiple theories (i.e., social learning theory and social cognitive theory), this study proposes a cross-level mediation model for the trickle-down effects of entrepreneurial bricolage and business model innovation on employee creativity. By using a 2-wave longitudinal design, survey data were collected from multiple sources, including 49 leaders and 336 employees from entrepreneurial internet firms in China. Multilevel structural equation modeling (MSEM) was applied to analyze the cross-level mediation model. The results show that both entrepreneurial bricolage and business model innovation failed to significantly and positively direct employee creativity. Furthermore, entrepreneurial bricolage exerted a cross-level influence on employee creativity that was sequentially transmitted through between-level business model innovation and within-level creative self-efficacy. The theoretical and managerial implications of these findings are also discussed.

Many new nursing leaders assuming deanships, assistant deanships, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

This paper fills in the gap in innovation–internationalisation research based on differences between low and high internationalised firms. It examines how open innovation model serves as a mediator, transforming innovation culture into inbound, coupled and outbound open innovation. A cross-sectional research was used, and data were collected in 2014 on a sample of 82 telecommunication sector, obtaining a response rate of 26% of total telecommunication firms in the Republic of Croatia. The study differentiates between four elements of innovation culture: preparatory teamwork, knowledge sharing, intellectual property rights and established teamwork through formal communication processes. Results confirmed significance of (1) all innovation culture elements on open innovation model, especially in low internationalised firms, and (2) open innovation on inbound and coupled open innovation. Furthermore, open innovation model mediates the relationship between (a) preparatory teamwork and IPR on one side and inbound open innovation on the other side and (b) both preparatory and established teamwork on one side and coupled open innovation on the other side. In terms of different internationalisation levels, the study confirms the importance of (3) intellectual property rights for all open innovation types of highly internationalised firms and only for coupled open innovation of low internationalised firms and (4) established teamwork of both coupled innovation of low and high internationalised firms.

Leading Through Crisis: Applied Neuroscience and Mindsight

Currently, trust is one of the key factors that ensures the acceptable mechanisms of economic and social relationships. It is not only an element of correct communication, but also a factor in inter-organizational bonds and a source of social dialogue. Trust has become a factor in the creation of value, as well as a key component of the conceptualization and operationalization of business models. It has revealed many problems at the strategic level, in the water sector in particular. From this perspective, trust is a major factor of strategies, models, and business processes which are currently being built. New types of business models that emerge have also started to include trust as part of their configuration. This is the case in the construction and implementation of social business models. A social business model can be understood as a business model whose factors that stimulate development include social aspects expressed in balancing economic, environmental, and social issues with the involvement of communities and their dynamic communication focused on the selected attributes of business models that stimulate growth and that are conducive to achieving success, expressed by economic and/or social profit. The satisfaction of stakeholders with such a solution is another condition for embedding this solution in the sphere of the social economy. In this approach, trust, which stimulates the growth of social and economic value in the component structure of the social business model, becomes particularly important. The aim of the paper is to present the place and role of trust as a key component of social business models. The scope of the paper includes research into public water sector industry companies located in the Province of Silesia and their social business models, with a focus on defining the position of trust among other attributes of these business models. The authors put forward a hypothesis that trust is a crucial component of the social business models of water supply companies that operate at the intersection of the market and social economy. Trust also helps companies from the water supply sector achieve both social and economic effects. It also becomes a source of reverse market polarization, where the value of a social business model materializes to create social and environmental effects without detriment to the economic effects.

Despite growing attention from companies and regulators looking to eradicate modern slavery, we know little about how slavery works from a business perspective. We address this gap by empirically examining innovations in the business models of modern slavery, focusing on how the business models of slavery in advanced economies have evolved since slavery was legally abolished. While continuities exist, novel business models have emerged based on new actors, activities, and linkages. We categorize these as four innovative models per actors involved (producer/intermediary) and how value is created and captured (revenue generation/cost reduction), and discuss implications for research, policy, and practice.

Creative Imitation as Catch-up Strategy: A Business Model

The perceived influence of diversity factors on effective strategy implementation in a higher education institution

The survival of any entrepreneurial initiative depends on a working business model that could create value for the customers and, simultaneously, allow the firm to capture value from what has been created. Despite increased attention to business model research, the understanding of business models’ impact on entrepreneurial development is quite constrained. In particular, the question of how an entrepreneurial firm’s business model is influenced by its organizational members’ managerial cognition remains under-explored. To tackle this research question, we drew a linkage between the business model literature and a managerial cognition perspective to build the theoretical foundation. We used this theoretical lens to investigate the failure of Better Place, an Israeli entrepreneurial company that focused on its proprietary battery-swap electric vehicles. In our findings, we argued that organizational members’ managerial-cognition-based conceptual framework is critical to the business model decision-making of an entrepreneurial firm. The discrepant and strongly held conceptual framework may result in misjudgment of environmental changes, especially when emerging-market numbers in an industry are high, and consensus regarding technology innovation in an industry is still lacking. The improper conceptual framework can generate mistaken business models, which further bring about an organizational decline. It is crucial for entrepreneurial firms to learn and improve existing conceptual frameworks and consequent business models by business interaction in the initiative stage if they are to avoid failure. The research outcome paves the way for future empirical studies to contribute to machine learning in the field of cognitive automation, artificial-intelligence-driven smart manufacturing, and sustainable industrial value creation in the era of digital transformation.

The internationalization of Research and Development (R&D) has been extensively studied from an economical, industrial, and organizational perspective. However, at the R&D project level little has been reported in the literature. This paper presents the findings of a study of strategic issues and their influence on R&D project performance in transnational companies headquartered in Brazil or the US. The paper suggests that changes in our business environment have lead to more multinational R&D programs with implications for organizational process, leadership and business strategy. We identified five major shifts in R&D-based business environment that affect project planning and execution, and the way people work in teams. These paradigm shifts must be understood for managing and leading R&D organizations effectively, and for defining appropriate policy guidelines for aligning the R&D projects appropriately with the overall enterprise strategy. Further, the results suggest a need for structuring management processes that deal with these changes and strategic issues. A better understanding of the dynamics and degree to which these issues impact project performance should help managers in fine-tuning their business processes, support systems and management styles to achieve increased resource effectiveness and competitiveness.