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This chapter considers the disruption in employment and job growth due to the pervasive adoption of cognitive technologies that substitute for or augment humans. The educational system, which operates on regulated and prescribed practices for many academic majors, will be tested by rapidly changing requirements to be gainfully employed. Disruption, due to technological advances of cognitive systems, will be a constant in graduates’ professional life. We make a case for the adaptive innovator or T-shaped professional as the individual best suited to adapting to disruptions and constant change. Emphasis is placed on the importance of internships and co-ops as the strongest learning strategy institutions can use if they adjust their program practices for longer, continuous learning periods, and higher outcome expectations.

Some product innovation strategists today urge managements to try to be the first to market major advances. Innovation holds many answers to competition within an industry, to market regeneration, and to international pressures. Yet other product innovation strategists urge managements to be innovative imitators, or quick seconds, or early adapters—in other words, second but better. Followers frequently take the advantage away from innovators. Is there an answer for innovators? This article describes one: foreclose on the options left for the followers by bringing your own stream of follow‐ons to market. The author tells how to implement such a policy and what some of the risks are.

The purpose of this paper is to examine the influence of leadership roles on the quality of services provided in higher education.

Drawing upon a sample of 134 faculty and administration members at the Technological Educational Institution (TEI) of Larissa, a structured questionnaire is developed to measure leadership roles and quality in services and internal processes. The competing values model is adopted to operationalise the eight leadership roles.

Results indicate that different leadership roles are linked with different dimensions of higher education service quality. The importance of the innovator and monitor role in explaining the variance of two out of four teaching quality aspects is confirmed, while the broker and facilitator roles are strongly associated with both dimensions of administration quality. The producer, director and coordinator proved to be the most prevalent roles among administration staff, while the director, coordinator and mentor roles dominated among faculty members.

The possibility to generalise the results to other countries with different characteristics (e.g. regulatory framework, economic development) needs to be verified, by executing similar research projects.

Understanding the nature of the association between leadership and higher education service quality would enable academics and administrators to pursue or cultivate these roles and behaviours fostering both the quality of teaching and administration.

The research led to the diagnosis of the leadership role profiles of both administration and faculty members. Findings also highlight the importance of specific leadership roles in explaining the variance of different aspects of higher education service quality.

The goal of this study was to explore the development of the first-of-its-kind mainstream adaptive apparel line for children through the collaboration of an adaptive apparel advocate and an apparel brand.

To achieve this goal, the study used the resource advantage (RA) and first-mover advantage theory to conduct a case study investigating the lived experiences of Mindy Scheier as she created the adaptive apparel movement and collaborated with Tommy Hilfiger® to launch the first-of-its-kind mainstream adaptive apparel line for children.

The result of the case study revealed two dominant themes: (1) “I am going to educate the entire industry” and (2) “You mean no mainstream brands have done this before?” Using RA theory and first-mover advantage theory, the themes illustrated the advocate's position as a key competitive resource, how she leveraged the key competitive resources with an apparel brand, and subsequently, how the brand, using the advocate as a key competitive resource, established a first-mover advantage in the adaptive apparel market to develop the first-of-its-kind mainstream adaptive apparel line for children in the marketplace.

This study demonstrated how RA theory could be applied to the partnership between an advocate and an apparel firm and how the key resources acquired and utilized by the advocate support a competitive advantage within the adaptive apparel marketplace.

This qualitative study used a phenomenological approach to investigate the perspectives of 11 leaders in higher education. Specifically, we addressed the following research question: How do millennial leaders approach leadership in higher education? The study framework included adaptive leadership as a guide to understand the perspectives of newer leaders within higher education institutions. Our results support a relationship between adaptive leadership and millennial leaders in higher education. They also highlight the importance of leadership mentoring in developing a person’s capacity to adapt to constantly changing environments.

Declares that diffusion (a term employed to describe the process whereby an innovation or a new idea or practice spreads through a social system over time) is a summary term used to embrace studies which trace the process of diffusion, the process of adoption and the patterns of influence involved. Acknowledges that even allowing for low involvement of marketing research in diffusion, marketing management's interest in this area can be guided and controlled. States that information is diffused through some form of communication channel – these may be one of two types: vertical channels, which exist if ‘there is a meaningful difference in the interests, social status, demographic or economic characteristics of the communication units’; and horizontal channels, which occur where communications flows among members of groups with similar interests and characteristics – these groups may be work groups, social groups, etc. Investigates sources of information and influence – in particular the two basic ones of: impersonal sources via the mass media; and personal sources involving the opinion leader in a two‐step flow of communication. Closes by discussing the implications of the two‐step flow for marketing in depth, with recommendations.

Emerging markets are witnessing rapid changes in their economy owing to the ongoing liberalization and globalization. India, as one of the emerging markets in south Asia, is also experiencing a dramatic change in its business ecosystem. This poses huge opportunities to the companies, both start-ups and established ones. In this direction, the business model innovation offers a strategic renewal mechanism. The study aims to explore the practices of an online transport network company (OLA) creating a distinctive place for itself in Indian taxi service sector.

Methodologically, an exploratory case study of an India-based online transport company (OLA) business model innovation is reported.

This paper reveals that OLA has been able to gain competitive advantage in the Indian emerging market by developing an innovative business model with its distinctive features of personalised customer service, asset sharing, usage-based pricing, collaborative ecosystem, agile and adaptive organising and successful expansion strategies.

This study adds to current knowledge concerning the theoretical foundations and antecedents of business model innovation as a competitive advantage. The paper is explorative in nature because the analysis is mostly based on literature review. Furthermore, in consideration of the analysis of business model of a single company, further research is required to generalize the results.

The understanding of the intricacies of business model innovation can be of great concern to existing and prospective managers and entrepreneurs of emerging markets.

The paper discusses the features of innovative business models and how firms can make their business models more relevant to the competitive markets. As such, the study is hopeful to aid practitioners engaged in the pursuit of beating the competition with innovation driven business models.

The purpose of this paper is to provide library administrators, library researchers and practitioners with an in‐depth review of the conceptual and practical tools required to engage the creative potential of their staff members.

The paper reviews the important concepts involving employee creativity and its successful management in the organizational setting. This is accomplished by reviewing the relevant literature assembled from the social, psychological, management, organizational and library sciences.

Intrinsic motivation is the primary driver of individual creativity and drives organizational learning, transformation and innovation. Library administrators are directly responsible for creating and sustaining an organizational culture that facilitates the intrinsic‐motivation of all library staff members. Organizational democracy and employee participation may increase and sustain intrinsic‐motivation while coercive management behaviors tend to reduce this vital catalyst.

The preponderance of the literature consulted for this article was assembled from sources outside the field of library management. Therefore, library administrators who would use this information to enhance the creative activities of their employees are cautioned to develop small pilot‐phase projects to gain practical experience with the concepts contained in this paper.

The paper provides a useful review of the appropriate literature related to employee creativity. This paper is among the first to relate the concepts of intrinsic‐motivation, managerial style and creativity to organizational learning and transformation in the library environment.