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In this chapter, the authors make the case that preserving and curating knowledge for the future involves more than changing methods and tactics or extending our current applications and technology to support knowledge capital. It means changing the way we think about the future. It means envisioning multiple futures where various elements may be known or unknown – a four-future quadrant. First, the authors explain what it means to think strategically in multiple known and unknown futures. Next, the chapter presents ideas for strategic thinking about future knowledge preservation and curation. Finally, the authors consider using the four futures to develop a flexible and relevant knowledge preservation and curation strategy.

In this paper, the authors study artistic improvising from a routine dynamics perspective, with a specific interest in how the performance of improvising is strategically enacted. While this dynamic is difficult to empirically study in the case of live improvisation on stage, as we know it from jazz, the specific situation of the recording studio allows the authors to investigate the research puzzle in great detail. First, the authors show how the performance of one specific routine, which the authors identify as the looping routine, makes systematic improvising possible. The authors describe how looping enables improvising through mobilizing the digital equipment in the recording studio. The authors further discuss how the performance of the looping routine allows for individual musical performances in improvising, as well as their emergence into and assembling of a coherent song and record. During the looping routine, the authors find not only artistic improvising but also strategic enactment. Therefore, the authors show how performing the looping routine in the studio enables the strategic enactment of the emerging musical patterns by the musicians and the producer. Thereby, the artistic ideas and performances of the musicians and producers involved are competitively valued and strategically positioned in view of industry-specific contexts.

Active and transformative learning is a holistic strategy for the enhancement of the unique value proposition of education and learning. In Chapter 1 of this edited volume we introduced a unique value proposition on the impact of ATL in higher education and we communicated a five-tier value framework including pillars related to ATL, higher education, industry, entrepreneurship, research& development, and innovation. In this concluding chapter we move the discussion on another context. With emphasis on the robust and resilient strategy of the Vision 2030 in the Kingdom of Saudi Arabia we comment on the capacity of the ATL to facilitate, to enable and to transform positively the added value of the Vision 2030 implementation. The chapter is organized as follows. At the beginning, we provide a short overview of the Vision 2030 mandate, and then based on the ATL metaphors we presented in Chapter 1 of this edited volume, we strategize the ATL framework towards the implementation and the resilience of the Vision 2030.

Fintech provides the necessary ecosystem for businesses to accept payments for goods and services in the most seamless manner. It can also be said that innovation in Fintech is one of the growth drivers for businesses in today's globalised market.

Fintech is revamping the entrepreneurship business by bridging the gap between the market and real-time access to investment. It provides entrepreneurs with numerous advantages like easy access to resources, reduced expenses and better customer experience. Hence, this research has focused on evaluating the impact of Fintech business on entrepreneurship business in the global market.

A mixed method of data collection has been used to conduct the research in which primary data have been collected using an online survey and secondary data have been collected from online articles and peer-reviewed journals. An online survey of 51 business managers recruited from the social networking platform LinkedIn has been done to collect primary data. Secondary data have been collected from the online database Google Scholar which has been published in the last five years.

The findings of the study have highlighted the various impacts that Fintech has had on entrepreneurship business in the global market and the reason why it is such an important factor for growth.

This chapter provides an in-depth look at how digital supply chain management (DSCM) can revolutionize supply chains in the post-COVID world. The COVID-19 pandemic exposed the vulnerabilities of traditional supply chains, highlighting the need for resilience and adaptability. The chapter begins by examining these COVID-induced disruptions, setting the foundation for the discussion on DSCM. DSCM, leveraging advanced technologies and data insights, offers a solution to these challenges, promoting agility, transparency, and sustainability in supply chain operations. This represents a significant shift from traditional practices, equipping organizations to cope with the dynamic postpandemic environment. Key capabilities of DSCM, such as resilience, integration, agility, and risk management, are discussed, supported by real-world examples from leading companies. These examples showcase the successful implementation of DSCM and its benefits in navigating the complexities of modern supply chains. However, the adoption of DSCM is not without challenges, including cybersecurity risks and integration difficulties. The chapter suggests strategies to overcome these challenges, emphasizing the importance of technology, collaboration, sustainability, and data-driven decision-making. By embracing these strategies, organizations can effectively manage their supply chains in the evolving global market, leveraging DSCM to withstand future uncertainties.

Literature has recognised entrepreneurship education as the main conduit through which entrepreneurial behaviours, attitudes and actions can be built, enacted and delivered. Since the founding of new ventures is largely a resourceful founder-driven enterprise, entrepreneurship education has largely centred on galvanising and shifting the mindsets and cognition of the entrepreneur. Yet, despite over 60 years of delivering entrepreneurship education programmes, hard evidence of the generation of high-growth-oriented and sustainable ventures has been scarce as student entrepreneurship intentions do not always translate into successful venture creation. This is largely because of the complexities of the practicality of entrepreneurial education particularly, the dissonance between acquired education in business schools and the knowledge and competencies needed in the entrepreneurial field. Such dissonance can be attributed to the lack of clarity on the pedagogical approach that most resonates with entrepreneurial action, the diversity in assessment methods and the scholarly illusion pertaining to how pedagogical approaches can be channelled to the generation of growth-oriented ventures. Drawing on Girox's concepts of transformative critical pedagogy (including pedagogy of repression), Socratic dialogue, Hegelian dialectic and Yrjö Engeström's transformative expansive agency, I demonstrate how a flipped transformative critical pedagogy can be harnessed in digitally enhanced learning environments to create new entrepreneurial possibilities for facilitating critical inquiry, complex problem-solving, innovation for the market and fostering tolerance for failure in ambiguous entrepreneurial contexts.

The great recession of 2008–2009 busted the market bubble and highlighted the loopholes in the banking sector related to excessive leverage and inadequate capital. It has led to the increased rigidity of financial regulations, forcing banks to focus more on compliance rather than moving towards innovation. All these factors together led to the emergence of new players in the financial market in the name of financial technology (Fintech) companies. With the help of Fintech, banking operations are now being revolutionised and transformed into techno-friendly systems. They, hence, can promise to act as a game changer for the banking sector as a whole.

This chapter aims to understand different perspectives of Fintech and how it helps the banking sector to improve its operations. This chapter will also offer insight into various types of Fintech instruments used by the banking sector, collaboration between banks and Fintech, and the benefits of its application to the banking sector.

This chapter attempts to lay out a literature review on Fintech. It examines the implications of applying Fintech in the banking sector to revolutionise its traditional banking operations and achieve its pre-established targets. Different techniques banks use to match up with Fintech and adapt it easily in its organisational structure.

This chapter presents a list of challenges linked to the application of financial technology in the banking industry. The chapter will also address the difficulties of using Fintech and ways to deal with them.

Strategic management is traditionally seen as an exclusive managerial task rather than inclusive where accountability is reserved for top managers. However, contemporary strategy management practices increasingly pay attention to equality, diversity, and inclusion (EDI) by engaging with broader internal and external stakeholders via more open business models such as ecosystems. Hence, central to our examination is the concept of openness disposition, which in the context of strategic management refers to the tendency of individuals, collectives, and managers to make strategy transparent, participatory, and/or inclusive, or look for closure. While openness in strategy is regarded as a positive means of contemporary management, fostering diversity, creativity, innovation, and empowerment, there are some researched downsides too. The purpose of this chapter is to address the openness puzzle in strategy and gain a deeper understanding of the dilemmas of bottom-up strategy initiatives, and investigate the associated dilemmas, if any in the context of manufacturing small and medium enterprises (SMEs). We contribute to addressing the performative effects of the dynamic expansion and contraction in openness within the SME strategy process while using the concept of openness dilemmas, tensions, and disposition. Using the Management Control Theory, this chapter will combine theory with SME practitioners’ experiences of bottom-up strategy initiatives to increase EDI in their organisations. Based on findings that emerged from a four-year longitudinal multiple case study research with 10 European SMEs, we found that bottom-up strategy exercises are more interactive. They consider a greater number of views, increase legitimacy, and EDI at the workplace, and yield more process benefits, but are time-consuming and difficult to organise that require special attention to the capability, reciprocity, and credibility dimensions.

A growing body of research finds that gig economy platforms use gamification to enhance managerial control. Focusing on technologically mediated forms of gamification, this literature reveals how platforms mobilize gig workers’ work effort by making the labour process resemble a game. This chapter contends that this tech-centric scholarship fails to fully capture the historical continuities between contemporary and much older occurrences of game-playing at work. Informed by interviews and participatory observations at two food delivery platforms in Amsterdam, I document how these platforms’ piece wage system gives rise to a workplace dynamic in which severely underpaid delivery couriers continuously employ game strategies to maximize their gig income. Reminiscent of observations from the early shop floor ethnographies of the manufacturing industry, I show that the game of gig income maximization operates as an indirect modality of control by (re)aligning the interests of couriers with the interests of capital and by individualizing and depoliticizing couriers’ overall low wage level. I argue that the new, algorithmic technologies expand and intensify the much older forms of gamified control by infusing the organizational activities of shift and task allocation with the logic of the piece wage game and by increasing the possibilities for interaction, direct feedback and immersion. My study contributes to the literature on gamification in the gig economy by interweaving it with the classic observations derived from the manufacturing industry and by developing a conceptualization of gamification in which both capital and labour exercise agency.