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The purpose of this paper, applying concepts in the plant-based food sector, is a focus on the competitive rival trap for startup firms, with their initial advantage for under-served market segments, only to be overtaken by scale, speed, and brands of incumbent brand firms. As a case study of industry transformation, the food production sector illustrates how organizational innovation brings new forms of rivalry, from the farm gate to the kitchen plate. As a result, startups face a rivalry trap, if unable to scale quickly, as incumbents reframe their strategic response with startup acquisitions, corporate incubators or alliance partnerships consumer demand.

This paper outlines the features of precision agriculture, a new paradigm for agriculture and food production, requiring new competences and skillsets in the protein revolution, including issues like virus, bacteria and the molecular structure of food groups, animal breeding and veterinary medicine. Plant-based foods is used as a case study for startups and the rivalry trap.

The emergence of plant-based foods is a case study of market opportunity and creative destruction, where the potential market varies from $25bn to $72bn, and growing faster in the dairy sector. However, food incumbents bring new strategic responses and a rivalry trap, where startups must gain scale quickly in capabilities, talent and marketing prowess, often exploiting demand in market niches unimpeded by incumbent rivals.

Startups in biological sciences face massive challenges to increase scale and scope, even with unique intellectual property.

Startup firms need multidisciplinary management teams with a global outlook.

Plant-based foods form part of the protein revolution but face challenges of scale, cost competitiveness and taste, despite advantages for climate mitigation.

The impact of technological and science applications has blurred the traditional concept of industry boundary, with huge variations in the intangible knowledge component in their core activities and capabilities. Underlying variations imply that not all industries have similar supply demand conditions, with variations in input costs, capital intensity and innovation needs, with strategic implications for the rivalry trap.

This paper aims to address the nature of docility in organizations, its practical role in attention scarcity and knowledge diffusion in complex organizations and the management implications for organizational learning and innovation to improve knowledge management.

This paper examines knowledge organizations from the perspective of human resource strategies, their role in information abundance and attention scarcity and techniques to enhance docility mechanisms at different levels of the organization to increase innovation and performance.

This paper, in reviewing the organization literature on attention scarcity, addresses the shortage of studies linking the need for docility – the desire to learn from workers and the desire to teach – in personnel practices of knowledge firms, where intense social interaction, social feedback and social learning are the norms.

Knowledge management – scanning, creation, coordination, interpreting, transfer and integration – may well be the basis of competitive advantage, based on human resource strategies to mobilize explicit and tacit knowledge via docility mechanisms, including mentoring, teamwork, coaching and deep collaboration.

Decades ago, Herbert A. Simon introduced this new concept, docility, which is now central to knowledge organizations that face information abundance and attention scarcity. Knowledge organizations require tools of docility to align human resource strategies to both strategic management and operational functions to enhance teaching and learning in design structures that are time-constrained.

The purpose of this paper is to critique the existing decision-making models of organizational theory and the ability of strategic managers to address unconventional problems using these models. Strategic management models presume reasonable stability in the task environment and the organizational design features. However, complex problems, or wicked problems, are prolific in a global world. They change profoundly the nature of strategic management, where management faces a deep paradox – an environment of unprecedented interdependence, yet unpredictable forces of chaos and volatility, a landscape of wicked problems. In this paper, the authors address wicked problems within the context of strategic management.

The authors review and critique the organizational theory literature, namely, microeconomics, bounded rationality, organizational failure and the theory of creative destruction within the context of wicked problems.

The authors find that the contemporary models of strategic management are incapable of assisting managers in addressing the reality of wicked problems. They argue that organizational pathologies rest in executive action: pursuit of goals and objectives with a false sense of causation, feedback filters that exaggerate good news and restrict bad news and actions that give only token measures to correct faulty design decisions and faulty decision processes, including more emphasis on vertical channels than horizontal task interdependencies.

The authors conclude that wicked problem-solving is by temperament and time horizon, a multilayered, multitasked, organizational challenge, and requires fundamentally different mindsets for design and performance systems for senior executives. The study of wicked problems requires a new corporate mindset, new collaborative models to address them and new corporate processes and executive training tools who increasingly have to address them. This research is a first step toward extending our understanding of how to address the world of wicked problems.

The purpose of this paper is to address the core concept of docility in Simon’s learning theories and elaborate docility as a missing link in organizational performance structures. In his book, Administrative Behavior, first published in 1947 with three subsequent editions, Herbert A. Simon introduced a new concept to the emerging field of organizational theory, docility.

In Administrative Behavior, Herbert A. Simon introduced to management and organization theorists the concept of docility. Simon adopted the concept and meaning from E.C. Tolman’s (1932) classic work, Purposive Behavior in Animals and Men, and his novel views on learning processes and key concepts like purpose (goals), thought processes (cognitive psychology) and cognitive maps. This paper elaborates on docility mechanisms and the implications for social learning in organizations.

This paper addresses this lacuna in the organizational literature, and the implications for current theories of organizations and organizational learning.

Docility is a tool to link individual learning with organizational learning in complex environments and changing technologies.

The paper traces origins of Simon’s docility and learning theories.

The purpose of this article is twofold: to identify the characteristics of research on organisation and management in Arab countries and to find out whether research results support the culture‐free hypothesis or not. A thorough search of sixteen journals, research monographs, books and theses produced only 35 empirical studies. Most of these studies were exploratory, descriptive, and used small convenient samples. Although some findings supported the culture‐bound hypothesis, major conceptual and methodological weaknesses in these studies throw doubt upon the validity of their results.

This paper sets out a model of organizational innovation, where leadership and innovation are defined as organizational processes embedded in decision streams in the organization.

The paper reviews the organizational literature on successful and unsuccessful decision processes, placing less on individuals and more on embedded organizational systems that impede quality outcomes.

The paper defines five forces of leadership and innovation that provide a model of decision processes: skills and capabilities, capacity to learn, capacity to listen, capacity to motivate, and innovation.

The article provides managers with benchmark tools to assess an organization's decision system, its capacity to learn, and its feedback mechanisms.

The paper raises serious questions about traditional bureaucratic hierarchies, conventional models of leadership and innovation, and offers a fresh perspective on quality organizational innovation.

Traditional North American supplier‐manufacturer behaviour functions on a channel control model with a competitive bid posture dominating the relationship. The arrival of Japanese manufacturing subsidiaries in North America and Europe, however, is forcing suppliers to reconsider previous decision rides in dealing with manufacturers within a more cooperative mode because of the unique Japanese processes. The focus here is on comparing organisational buyer behaviour in North America and Japan. As North American firms become suppliers to the Japanese, knowledge of this behaviour becomes increasingly important. Implications are presented for understanding Japanese influences in the organisational buying process through utilising a generalised model from the marketing literature. In addition, a framework for examining the participation and coping behaviour of North American firms is presented.

A review of the research areas of faculty members and the teaching programmes of this institution.

A learning community has been developing in a distributed environment amongst the members of the Centre for Enhancing of Learning and Teaching (CELT) located in the Bathurst, Goulburn and Orange campuses of Charles Sturt University. This group is known by the acronym of GDMOB, with the purpose of the community to facilitate the professional development and learning of its members. To facilitate the learning ICT has been employed to enhance, through an improved sense of community and social presence of the more isolated members of the group, the learning of the members of the community. It is the intent of this paper to explore and identify factors that contribute to the successful implementation and use of ICT to enhance learning and the construction of a sense of community.

The methodology used in this study was that of a case study with a questionnaire that used the reflections of members within the GDMOB and personal reflections of the authors, both of whom are active members of the community. The data were interpreted using an insider's perspective. The reflections of the members of the community were gained through the execution of an anonymous survey, through free form discussion as a collective group, and through observations of the interactions of the group.

Three key factors have been identified in this study that contribute to the successful implementation and use of ICT to enhance learning and the construction of a sense of community; communication, culture and purpose.

This research is limited by the small size of the community being investigated, though it is argued that the ideas that emerge can be relevant to larger groups. This aspect needs further investigation.

The paper reviews an emerging community of practice and provides reflections on the experience of moving from interactions that were purely face‐to‐face to a distributed and virtual community environment.