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The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

This research aims to investigate the process of value creation, value delivery, and value capture in project-based companies. Most previous research focused on companies that operate regularly and offer manufactured products or services. This research used companies in the field of information technology that developed software to explain how value creation, value delivery, and value capture occurred. A case study with qualitative research was applied to analyze between cases. Empirical findings showed that companies carry out six activities to ensure that value creation, value delivery, and value capture can be realized in the software development process. The six activities were iterative and not a rigid sequence. This research was limited to the software industry, and further research can test the results of this study by using a survey to increase the generalizability theory developed in this study.

Achieving continuous innovation performance still poses a major challenge to established companies as it requires high flexibility and adaptability in usually efficiently structured organisations. One way to tackle this challenge lies in establishing effective behaviours to successfully establish and apply innovation leadership mechanisms in an organisation. The emerging agile leadership style could provide such effective behaviours, as it addresses the demand for flexibility and adaptability on the organisational level. Despite these clear parallels research on the link between agile leadership and innovation leadership, and their possible combined contribution to drive continuous innovation performance is still in its infancy. Accordingly, the present study examines the behaviours of agile leaders to promote continuous innovation in established companies. It applies a discovery-driven research process of agile leaders to derive and categorise their behaviours. The subsequent comparison of the identified agile leadership behaviours with innovation leadership mechanisms from existing literature leads to eight specific, combined agile leadership principles within the three categories empowerment, performance enhancement, and support for continuous innovation. Eventually, this basis allows the conceptualisation of a first exploratory framework with the identified behaviours as possible enablers, and innovation leadership mechanisms as possible mediators for the continuous innovation performance, subject to test. These findings enhance existing theory by clarifying a possible link between agile leadership and continuous innovation. That way, practitioners can profit from concrete principles for agile leaders to inspire and enable continuous innovation in individuals and teams.

Disruptive technologies are accelerating global growth. Artificial intelligence (AI) has the potential to transform the idea of delivering value to end users. On the other hand, the growth of Industry 5.0 has given rise to the concept of humanizing technology, and AI is a promising technology with the potential to contribute to business success. Nevertheless, the idea of value creation in the field of AI is novel, so it is necessary to define the meaning of value by understanding the context of AI applicability in different environments and industries. In this chapter, the author uses the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) procedure to conduct an SLR that provides interesting insights into the focus, industries, and methodologies and approaches used in existing research. Following the initial literature review on the state of the art of AI and value creation, the author also offers a reflection on the strategic implications of AI in the field of marketing, postulating a macrovalue creation framework that addresses the existence of implications on three different levels: emerging markets, Sustainable Development Goals, and adoption issues. Therefore, this chapter examines the value creation perspectives of AI to understand the current research focus and future directions.

The relationship between employees, co-workers, and the company is crucial because it determines its success in achieving its goals. This engagement is strongly influenced by job demands and work resources at the company, affecting how employees feel about their workplace’s physical, psychological, and mental conditions. High job demands with supportive work resources can increase employee motivation and create an employee’s high commitment to the company. Digitalizing all human resources information systems will make it easier for employees to achieve their work targets, so digitalization has a role in strengthening or weakening the influence of work demands and resources on employee engagement. The concept is that existing job demands should be balanced with the availability of appropriate job resources to minimize or even eliminate psychological disturbances and improve employee health. This physically and psychologically healthy condition greatly supports the ability of employees to use digital technology in the human resources management (HRM) process.

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic example of a VUCA environment (an environment characterised by volatility, uncertainty, complexity, and ambiguity). Managing COVID-19 requires unique and different leadership qualities.

Purpose: This study’s rationale emphasises that VUCA demands strategic and agile leadership. Leaders across the globe must acknowledge the fact that the elements of VUCA, i.e. volatility, uncertainty, complexity, and ambiguity, are not synonymous and hence need differential treatment. Also, recommend adopting agile leadership to tackle the VUCA world.

Methodology: This is a conceptual study focusing on agile leadership. The study addresses the challenge of leading in the VUCA environment. The constituting components of VUCA are differentiated, followed by an extensive literature review of agile leadership.

Findings: VUCA is the new normal and is there to stay. Business leaders still need to counter VUCA due to their incapacity to distinguish and treat the components equally. Furthermore, there is an emergent need to develop an agile workforce, agile organisations, and agile leadership to combat VUCA. The study indicates that business leaders must be agile enough to handle the COVID-19 pandemic and future crises. There is a constant need to ensure agility. This study will provide a deep insight into VUCA and help business leaders emerge victorious in turbulent times.

For decades, the construction industry has not significantly changed the way it operates, despite its economic and ecological importance worldwide. Hilti’s ambition is to change that and create a better future for its customers. This chapter highlights which trade-offs Hilti faces in their innovation journey towards solutions, while transforming the organisation: speed versus involvement, agility versus perfection and relationship versus competencies. Visible leadership and the preservation of the unique Hilti culture has been critical to deal with those dualities. To create tangible results, it has proven essential to evolve structures and processes for the ‘new solution’ businesses, while changing the way of hiring people and the types of people required for those new units. Innovating the ‘Hilti way’ summarises key learnings for other organisations.

This chapter defines a learning culture and discusses the relationship between knowledge and learning. The authors explain why learning is essential to bringing knowledge to life and incentivizing knowledge flows and use. The chapter addresses the interplay between knowledge and learning cultures. A key point in the chapter is the value of mistakes as learning opportunities. The authors explain how mistakes are viewed in the industrial economy and how this perspective impedes critical organizational learning. Specifically, we define mistakes, explain the double cognitive bias of mistakes, explain the tendency and impact of hiding mistakes, the side effects of double mistake bias, learn to learn from mistakes, and take on the challenge of reconciling mistake acceptance and avoidance. Finally, the chapter addresses the importance of cultivating a learning climate to realize your learning culture.