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This paper aims to understand the knowledge strategies followed by product development (PD) units in Indian manufacturing firms.

Following literature, knowledge strategy was characterized in terms of “codification” and “personalization”. A total of 284 employees across 19 different PD units spread across India were surveyed to understand the knowledge strategies followed. Using SPSS, various statistical tests and analyses were conducted.

Personalization was consistently the preferred strategy across the PD units; however, the balance of personalization and codification was not quite in the 80‐20 ratio (one strategy practised predominantly with the other in a supporting role) as suggested by some strands of previous research, and this did not have any strikingly visible negative influences on product development performance. Further, organizations do not differ as much from each other on levels of codification, as they do on personalization.

In contexts such as product development, it may be important to pursue knowledge strategies with greater equanimity compared with other contexts that previous research has highlighted. The study bears implications not only for the formulation and implementation of knowledge strategies during product development, but also for the body of enquiry into managing knowledge in organizations.

The research contributes to a relatively less researched area in knowledge management and suggests directions for future work in the area.

This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number of case studies presented in Part 2. The chapter first analyzes and considers the concept of dialectical leadership, which is an element for achieving a balance between centralized leadership and distributed leadership at the psychological boundary layer located at the boundary layer between the formal organizational layer and the informal organizational layer from the perspective of four dimensions: the time axis, spatial axis, strategic axis, and management axis. This is because there is new knowledge gained from multiple case analyses and because dialectical leadership has an impact on management elements in these four dimensions when companies execute strategic knowledge creation processes to achieve business innovation. Second, the chapter discusses the concept of leadership interaction which occurs among leaders at the individual boundaries of the three-layered structure (practice layers) of the informal organization layer located in the business community, the psychological boundary layer located in the boundary layer of the business community, and the formal organization layer located in the formal organization, and the three management layers. Third, as demonstrated in the cases of Apple, Cisco Systems, Dyson, SoftBank, and Sony, strategic collaboration with other companies including customers is extremely important for those practitioners who are promoting business ecosystem strategies across different companies. To achieve this, synchronization of leadership at the three practice layers and three management layers in holistic leadership through boundary negotiations among individual leaderships across different companies is important. These concepts are discussed in this chapter. Fourth, this chapter indicates that excellent holistic leadership is necessary for practitioners to achieve strategic knowledge creation high in quality, but this requires leadership for value creation for the formation of new business communities that originate in the formation of “Ba.” The chapter also indicates that “practical wisdom” is an important element for practitioners in such value creation, and the presence of this element is a necessary condition for generating excellent holistic leadership.

The purpose of this paper is to examine how independent social and commercial activities have developed in response to the perceived decline in the UK High Street and in response to the challenges of increasing digital retailing opportunities. This examination is undertaken through the lens of the social supply chain as a means to understanding, suggesting and expanding on current research regarding retailing and the UK High Street. The authors reveal some of the challenges being posed by the changing patterns of growth and consumption in cities and couple these with shifting supply chain trends.

A case study approach is used to explore the rapid advances and influence of digital technologies on businesses operating on the primary business street of suburban centre, towns or cities (described in the UK collectively as the “high street”). The research is conducted through the analytical lens of the social supply chain.

Theoretically extending the “social” in the social supply chain, the authors illustrate the usefulness of the nuanced concept of the “social supply chain” with two related strategies concerning delivery and balance. These strategies are themselves interlinked with the actions of co-creation, co-production and co-consumption. Examples of social supply chain strategies presented include retail businesses giving away something as an incentive, where the underlying requirement from the customer is that they will bring their own specialist product, skill or social network to a specified location (real or virtual).

For the purpose of this paper, the authors use two distinct strategies relating to delivery and balancing and in relation to the actions of co-creation, co-production and co-consumption to emphasise and analyse changes currently occurring in the UK High Street. The authors take a social supply chain management (SCM) perspective to undertake a systematic critical review of the various recent efforts undertaken by local governments, communities and trader groups to revitalise the High Street.

Increased participation of women in the labor force creates challenges for them to balance work and family obligations. The situation becomes more complicated in patriarchal societies such as Pakistan due to women's stereotypical domestic roles, religious prescriptions as well as cultural norms and values. This study aims to explore different influencing factors on women's work and family roles in the unique Pakistani socio‐economic and cultural environment.

Based on the interpretive phenomenological approach (IPA), this study explores different influencing factors on women's work and family roles in the unique Pakistani socio‐economic and cultural environment. The methodology helped to analyse data about challenges faced by women entrepreneurs to achieve work‐life balance as well as to have an insight about some of the techniques and effective strategies they use to balance work and family obligation.

The results show that among other motivational drivers to start their own businesses, achieving work‐life balance is one of the most significant ones. Their own businesses give them flexibility, control and freedom to juggle with their family and social responsibilities. Lack of sufficient time, gender bias, social and cultural norms as well as family responsibilities are the most significant challenges women face to achieve balance in a patriarchal Islamic society. Strategic planning, organising and delegating are the most effective strategies women use to cope with competing roles of work and family.

This ground‐breaking work in Pakistan on women entrepreneurs' work‐life balance may also inspire other women who want to start their entrepreneurial career.

The paper aims to investigate how the governance practices of public-sector entities (PSEs) in Tanzania are shaped by competing institutional logics and strategies used to manage the logics.

In the paper, empirical evidence was gathered through documentary sources, non-participant observations and in-depth interviews with members of boards of directors (BoDs), chief executive officers (CEOs), internal and external auditors, senior executives and ministry officials. The data were analyzed using thematic and pattern-matching approaches.

The paper shows that bureaucratic and market logics co-exist and variations in governance practices within and across categories of PSEs. These are reflected in CEO appointments, multiple roles of CEOs, board member appointments, board composition, multiple board membership, board roles and evaluation of board performance. External audits also foster market logic in governance practices. The two competing logics are managed by actors through selective coupling, compromise, decoupling and compartmentalization. Despite competing logics, the bureaucratic logic remains dominant and is largely responsible for variations between the underlying logics and governance practices.

The findings suggest that public-sector reforms in emerging economies (EEs) must account for the fact that governance practices in PSEs are shaped by different institutional logics embedded in socioeconomic, political and organizational contexts and their corresponding management strategies.

Few previous studies explicitly report relationships between institutional logics and the governance practices of PSEs in EEs. The current study is one of few empirical studies to connect competing institutional logics and the associated management strategies, as well as governance practices in EEs in the context of public-sector reforms.

The purpose of this paper is to explore coping strategies devised by executive women in family relationships to advance their career and to maintain career/family balance.

A qualitative methodology using a sample of 25 executive women explores career advancement and career/family balance strategies within work and family contexts.

Analysis produces multiple career advancement and career/family balance strategies, including professional support, personal support, value system, and life course strategies such as the “ordering” of career and family, negotiating spousal support, and whether to have children.

Adaptive strategies facilitate engagement in career and family, even in challenging gender environments, encouraging continued research on executive women's advancement and career/family balance. The idiosyncratic nature of career/family balance calls for greater emphasis on the context and timing of career and family experiences.

The paper offers guidance to women seeking to combine executive career and family and to organizations committed to the advancement and retention of women.

The paper jointly explores career advancement and career/family balance strategies pursued by executive women in family relationships. It contributes to a growing body of research on the coping mechanisms and adaptive strategies underlying balance between career and family.

In coproduction, citizens may be confronted with a conflict between creating user value and a more collective understanding of public value creation. In order to deal with conflicts experienced as trade-off situations, coproducers follow various coping strategies leading to different results. This study aims to gain insight into what drives the choices for coping strategies, which are valuable for understanding the role of citizen coproducers in public value creation.

This article studies the effects of citizens' external efficacy and trust in public servants on citizen coproducers' preferences for coping strategies. The study presents a vignette experiment among n = 257 citizens involved in the temporary use of vacant spaces in Flanders, Belgium.

No statistically significant effects of external efficacy and trust in public servants on respondents' preferences for coping strategies are found. The results show that irrespective of the level of external efficacy or trust in public servants, citizen coproducers prefer to ask for help from the public servant involved in the project.

This result draws attention to the need for facilitation and guidance from public servants and the servants' organizations to help citizen coproducers balance out these otherwise paralyzing value conflicts. Moreover, the lack of statistically significant effects of trust and external efficacy is a valuable finding for literature. The result shows that, in the drivers of coproduction behavior, there is no consistent relationship between citizen trust in government or external efficacy and coproduction behavior.

This paper aims to focus on the development of a “dynamic Balanced Scorecard” and to demonstrate that matching the traditional Balanced Scorecard (BSC) architecture with system dynamics principles offers better support for strategic management decisions.

The paper is based on a case study related to a service‐based business. The maps, the mathematical model and the BSC developed according to system dynamics modelling principles are discussed.

A system dynamics‐based BSC, particularly if embedded into a management flight simulator, would allow exploration and understanding of features of complexity and dynamics, consideration of feedback loops rather than unidirectional causality, the use of mapping tools for a more comprehensive design of the strategy maps, the facilitation of a process of organisational learning; and support for policy design and strategic analysis performed by managers.

The value of this paper is two‐fold: first, it shows that by using system dynamics modelling principles it is possible to overcome positively some limitations of the original BSC framework; second, the paper provides information and suggestions that are helpful for companies that are interested in developing strategic management systems based on both BSC architecture and on system dynamics principles and simulation tools (e.g. the management flight simulator).

The purpose of this paper is to introduce the application of sustainable growth challenge (SGC) model in agricultural finance as a conceptual paradigm and then uses the model to measure sustainable growth rates for Illinois grain and livestock farmers. The SGC concept is used to understand the economic conditions and business decisions made by farmers in certain episodes of the time period analyzed.

A seemingly unrelated regression approach is used to analyze the interrelationships of the four levers of growth using a panel data of Illinois farm‐level financial and operating information. The second analysis flows from the first and examines aggregate US farm data to provide an historical perspective of changes in the SGC over time.

Econometric results indicate the relevance of the SGC model in explaining farm financial and operating decisions. The farms’ tendencies to attain balanced growth seem to be more influenced by asset productivity and leverage decisions, which are given different emphasis by grain and livestock farms due to differing operational structures and constraints. This study's estimation and analysis of the USA farm sector's actual and sustainable growth rates from 1981 to 2001 data generally show that the industry has adapted to positive or negative SGCs in a manner consistent with the model.

This paper explores the relevance of the SGC model as a business, policy and teaching tool for understanding issues surrounding farmers’ financial and operating decisions.