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The purpose of this paper is to investigate the importance of change leadership (informing, communicating, involving and supporting) and change management (reasons and competencies for change) for organisational change processes and their outcomes across public and private organisations. The study includes three specific change situations: first, layoffs; second, mergers; and third, closures, relocations and outsourcing, focusing on how change leadership and change management relate to employees’ experience of the change processes and their outcomes across these change situations.

The study is based on panel data forming a representative sample of the Danish working population. A total of 2,120 responses were collected, 1,000 from public organisations and 1,120 from private organisations. Structural equation modelling was used to test the hypotheses.

The study findings show that both change leadership and change management predict positive change experiences and change consequences – and that they do so similarly across public and private sectors. Despite this similarity, the study reveals important sectorial differences, with public sector employees reporting less positive change experiences and consequences.

The paper provides valuable knowledge for researchers and public and private leaders interested in the impact of change leadership and change management on change outcomes.

The purpose of this paper is to present a model for the development of effective leadership teaching and learning. The model takes central factors into account, which have previously been identified as obstacles to the successful development of leadership qualifications. The paper presents the theoretical background for the model and makes suggestions for its implementation in a teaching and learning programme. The model integrates overall elements related to human biology and transfer of learning into a holistic learning process, which more specifically emphasizes the transformational leadership elements of envisioning, translating, communicating and sustaining credibility during change.

The teaching and learning programme is based on a comprehensive leadership learning model, which integrates different levels of knowledge, learning processes and learning formats.

In the area of leadership development, the paper presents its teaching and learning programme as a way for managers to obtain leadership meta-skills, which can be applied and individually adapted to the changing demands and conditions of modern work life.

The paper provides a valuable step towards increasing leadership performance through efficient teaching and learning.

Despite growing interest in clusters role for the global competitiveness of firms, there has been little research into how globalization affects cluster‐based firms' (CBFs) use of local knowledge resources and the combination of local and global knowledge used. Using the cluster's knowledge base as a mediating variable, the purpose of this paper is to examine how globalization affected the studied firms' use of local cluster‐based knowledge, integration of local and global knowledge, and networking capabilities.

Qualitative case studies of nine firms in three clusters strongly affected by increasing global division of labour.

The paper suggests that globalization has affected how firms use local resources and combine local and global knowledge. Unexpectedly, clustered firms with explicit procedures and established global fora for exchanging knowledge were highly active in local knowledge use, whereas CBFs characterized by a more implicit knowledge base did not use localized knowledge.

The study is exploratory and covers three clusters in one small and open developed economy. Further corroboration through replicated studies and possibly triangulation with quantitative studies would further develop the understanding on how globalization impacts on the internal organization of CBFs.

For policy makers, cluster policies should be reconsidered if the role of clusters differs from what has been expected so far. From being self‐contained systems which only links to the outside world in the extremities of the local value chain, cluster activities now unfolds in complex production networks around the world, entailing the development and/or integration of clusters in both developing and developed countries.

Several studies have examined the changing role of clusters in the evolving global division of labour. However, research is lacking that addresses the challenges of transformation from the level of the CBF and how these may be affected by cluster evolution. The paper takes a micro‐oriented perspective and focus on clusters in Denmark, a small and mature economy.

The purpose of this paper is to focus on organizational flexibility and explore its antecedents, organizational structure, and processes, as proposed by network organization theories. The study also explores the possible moderating effects of power distance (Pd) and cultural diversity.

Using self-report data from three different multinational military exercises and one laboratory experiment, the paper explored the relationships between perceptions of flat organizational structure, decentralized processes, and flexibility. The data from each of these studies were analyzed both separately and together.

The analyses revealed that decentralization had the most consistent relationship to organizational flexibility across each of the four studies. Moreover, when the data were analyzed conjunctively, significant positive relationships between decentralization and flexibility and between flat structure and flexibility were observed. No moderating effects of Pd or cultural diversity were found.

The results suggest that decentralizing processes and creating flatter hierarchies may contribute to achieving higher levels of organizational flexibility in military organizations.

The paper contributes to empirical support for the central theoretical propositions of network organizational literature, including moderating factors that are essential in multinational organizational contexts.

For decades, there has been a call for the public sector to be more innovative, and there is widespread agreement that managers play a crucial role in meeting this goal. Most studies of innovation management focus on top-level managers, despite the fact that most innovation activities take place on the frontlines, deeply embedded in professional practice. Meanwhile, micro-level studies of innovation tend to focus on the agency of employees, which leaves a knowledge gap regarding the mobilizing role of frontline managers. This is unfortunate because frontline managers are in a unique position to advance the state of the art of their professions, in scaling public innovation and in implementing public reform.

To explore how frontline managers approach innovation, a case study has been constructed based on in-depth interviews with 20 purposely selected frontline managers, all working within the Danish public childcare sector.

The article explores how frontline managers perceive their role in public innovation and finds three distinct approaches to innovation leadership: a responsive, a strategic and a facilitating approach.

This paper contributes to the research on public management by applying existing research on leadership styles in order to discuss the implications of how frontline managers perceive their role in relation to public innovation.