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Smart industry initiatives focus on intelligent and interconnected cyber-physical systems. These initiatives develop complex technical architectures that integrate heterogenous technologies, causing significant organizational complexity. Tapping into the digital capabilities of distant partners while capturing profit from such innovation is demanding. Furthermore, firms often need to establish and orchestrate inter-organizational collaborations without prior relations or established trust. As a result, smart industry initiatives bring together disparate organizational forms and institutional environments, distinctive knowledge bases, and geographically dispersed organizations. We conceptualize this organizational capability as ‘distant capabilities integration’. This research explores the governance mechanisms that support such integration and their relation to value capture. We analyse 11 IoT case studies organized in three categories (process, product and technologies) of smart industry initiatives. Building on existing literature, we consider different ways to describe distance, including knowledge heterogeneity and organizational, geographical, institutional, cultural and cognitive distance. Finally, we describe the governance mode appropriate for upstream (developing foundational technologies) and downstream (leveraging existing distant technologies) smart industry initiatives.

Utility strikes have spawned companies specializing in providing a priori analyses of the underground. Geophysical techniques such as Ground Penetrating Radar (GPR) are harnessed for this purpose. However, analyzing GPR data is labour-intensive and repetitive. It may therefore be worthwhile to amplify this process by means of Machine Learning (ML). In this work, harnessing the ADR design science methodology, an Intelligence Amplification (IA) system is designed that uses ML for decision-making with respect to utility material type. It is driven by three novel classes of Convolutional Neural Networks (CNNs) trained for this purpose, which yield accuracies of 81.5% with outliers of 86%. The tool is grounded in the available literature on IA, ML and GPR and is embedded into a generic analysis process. Early validation activities confirm its business value.

We conduct a literature review on forms of organizing that address grand challenges, which are operationalized as the Sustainable Development Goals of the United Nations, as this framework is universal and widely adopted. By analyzing the articles that match our criteria, we identify six differentiable organizational forms: movements, temporary organizations, partnerships, established organizations, multi-stakeholder networks, and supranational organizations. These six forms are differentiated based on the two following categories: organizing segment and communicational technological approach. Our analysis shows that tackling a grand challenge often starts with collectives as a protest culture without any expected goal, besides sending an impulse to others. This impulse is received by criticized institutionalized organizations that have the capacity and resources to address the problem properly. However, new challenges arise as these organizations inadequately resolve these problems, thereby leading to conflict-laden areas of tension, wherein emergent organizations complement institutionalized organizations that have created the first infrastructure. To solve the most complex problems, a trichotomous relationship between different forms of organizations is necessary. Moreover, communicational technological approaches become more sophisticated as grand challenges increase in complexity.

Despite being conjointly stronger in their synergies in the past, there is still a significant gap between management and organization studies and sociology. The temporal lag is also, on occasion, a substantive lag. The emergent sociological concept of emotional reflexivity has recently been used in organizational studies. The question that animates this contribution concerns the nature of this translation, reception, and extension; thus, we ask how organization studies have been using the sociological concept of emotional reflexivity? We will examine recent seminal sociological studies on emotional reflexivity to answer this inquiry and consider some organizational studies citing these. We describe the reception of sociological ideas of emotional reflexivity in management and organization studies literature. By analyzing the differences and disconnections produced within this discourse, it will be possible to understand that emotional reflexivity is rarely addressed in emotional encounters between people and other modes of being in modern organizations. We introduce narrative fiction as a method; the narrative focuses on the relationships between humans and other beings in the workplace dynamics of a vocational school. The story tells how Charlie, a deaf student, changed his life after entering the vocational school and becoming involved with different pedagogical teaching-learning strategies. Adopting two deaf dogs, which had both suffered from past unsuccessful adoption experiences, produced life-enhancing emotional reflexivity. We conclude with a research agenda scoping further directions.

The purpose of this paper is to examine the Company Dynamic Response Map (CDRM) risk management model that uses the dynamic capabilities concept. The study examines risks associated with strategic decision-making in construction projects and evaluates proposed methods that connect the dynamic capabilities of project-based organisations with risk management.

This preliminary study examines risks associated with strategic decision-making in construction projects and evaluates a proposed model that connects the dynamic capabilities of project-based organisations with risk management. Specifically, the CDRM model is evaluated, a risk management model developed by Arena et al. (2013) to better respond to risks and opportunities based on the concept of dynamic capabilities.

We argue that although the CDRM presents a promising development in that it uses dynamic capabilities prospectively in a risk management model to produce tangible results, there are, nonetheless, impediments to the CDRM being used by construction clients. The primary impediment relates to the issue of categorisation, the difficulty in assigning a specific identified risk to a particular category of dynamic capabilities.

A conceptual argument is made and not an empirical one.

The CDRM model was developed to be used in practice and this paper evaluates that model.

Contributes to both the dynamic capabilities literature as well as risk management literature. The paper ends with a discussion on the possible merits of the CDRM, and an evaluation on potential impediments to its use by construction clients.

This article’s purpose is to develop The Model for Smart, Self-learning and Adaptive Resilience Building (SARB).

Products and patents of methods and systems analysis was carried out in the fields of BIM application, Smart, Self-learning and Adaptive Resilience Building. Based on other researchers’ findings, The SARB Model was proposed.

Analysis of the literature showed that traditional decisions on the informational modelling do not satisfy all the needs of smart building technologies owing to their static nature. The SARB Model was developed to take care of its efficiency from the brief stage to the end of its service life.

The SARB Model was developed to take care of its efficiency from the brief stage to the end of its service life. The SARB Model does have some limitations: (1) the processes followed require the collection of much unstructured and semi-structured data from many sources, along with their analyses to support stakeholders in decision-making; (2) stakeholders need to be aware of the broader context of decision-making and (3) the proposal is process-oriented, which can be a disadvantage during the model’s implementation.

Two directions can be identified for the practical implications of the SARB Model. The initial expectation is the widespread installation of SARB Model within real estate and construction organisations. Furthermore, development of the SARB Model will be used to implement the ERASMUS+ project, “Advancing Skill Creation to ENhance Transformation—ASCENT” Project No. 561712-EPP-1-2015-UK-EPPKA2-CBHE-JP.

The practical implications of this paper are valuable.

In this chapter, I propose an integrative framework for theorizing and empiricizing about talent management, based on the notion of “talent philosophies.” I believe that current debates about whether talent management should be inclusive or exclusive create the risk that our field will become fragmented, thereby undermining its social-scientific legitimacy. Nonetheless, this debate is absolutely correct in identifying the tensions between inclusive and exclusive approaches to talent management as a phenomenon. This, however, creates issues for talent management as a construct for scientific inquiry, as we need clear definitions and measures to create a cumulative body of research as a community. I propose that the solution lies in an expansion of our vocabulary as talent management researchers and identify four constructs that can help us structure and categorize our collective work: giftedness, talent, potential, and strength. Each of these constructs map logically onto different talent philosophies and talent management practices. In establishing “unity in diversity,” I believe talent management could finally make the transition into a more mature field of academic inquiry – although clearly phenomenon driven – characterized in equal parts by construct clarity, rigor, and relevance.

Organizations across industries are increasingly using Artificial Intelligence (AI) systems to support their innovation processes, supply chains, marketing and sales and other business functions. Implementing AI, firms report efficiency gains from automation and enhanced decision-making thanks to more relevant, accurate and timely predictions. By exposing the benefits of digitizing everything, COVID-19 has only accelerated these processes. Recognizing the growing importance of AI and its pervasive impact, this chapter defines the “social value of AI” as the combined value derived from AI adoption by multiple stakeholders of an organization. To this end, we discuss the benefits and costs of AI for a business-to-business (B2B) firm and its internal, external and societal stakeholders. Being mindful of legal and ethical concerns, we expect the social value of AI to increase over time as the barriers for adoption go down, technology costs decrease, and more stakeholders capture the value from AI. We identify the contributions to the social value of AI, by highlighting the benefits of AI for different actors in the organization, business consumers, supply chain partners and society at large. This chapter also offers future research opportunities, as well as practical implications of the AI adoption by a variety of stakeholders.

Sexual harassment and violence are taboo topics at German universities. Accordingly, there is a large gap in research on the prevalence and functioning of sexual harassment and assault in higher education as well as on social, cultural, and organizational conditions that foster and reproduce gender-based violence at universities. Previous research and our own data suggest that there is a perception among students, faculty and staff that normalizes, trivializes, and even legitimizes the problem. Based on a quantitative survey with students on the prevalence of sexual harassment and violence as well as the results of our analysis of how German universities deal with the issue, we relate this perception to the organizational structures of the higher-education system and discuss historically evolved hierarchies and androcentric structures as well as their reformulation in the wake of neoliberalization as causal for the tabooing and hiding of sexual harassment at German universities.

“The unexamined life is not worth living” (Socrates). That is, without critically inquiring into the knowledge of life which is well-being and valuable, life is not worth living. Critical thinking questions existing theories and their unexamined and obsessive assumptions and generalizations, constraints, and “best” practices of the prevailing system of management and tries to replace them with more valid assumptions and generalizations that uphold the dignity, uniqueness, and inalienable rights of the individual person and the community. Better outcomes result from asking the right questions than from having the right answers. In the diverse, pluralist cultural environment of today, the promise of a truly generative dialog among Occidental (Western) and Oriental (Eastern) cultures and civilizations holds great hope for the future. Critical thinking (CT) is an “inclusive” thinking system that can facilitate this dialog such that all of us have a meaningful space and place in this universe. After defining CT and arguing its importance for executives, this chapter introduces CT in two parts: Part 1: Various Approaches to Critical Thinking; Part 2: Major Theories of Critical Thinking. Several contemporary business cases will be invoked to illustrate the need, nature, and scope of corporate CT.