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Individual and group development is an essential element of achieving competitive advantage through people. The building and transfer of knowledge is widely discussed in the literature with respect to explicit knowledge, and some authors have gone on to address environments for learning and even building tacit knowledge. Separately, complexity theory suggests a process of self‐organization and adaptation that, in some respects, parallels an environment of learning. Extensive interaction, learning by doing, and experimenting seem to be not only the foundation for individual development, but also a fundamental part of the natural adaptive process for organizations as complex adaptive systems. One problem noted, however, is that the current literature has done little to highlight the parallels between individual development and complex adaptive organizational systems. Drawing on the apparent similarities in these processes, describes self‐organizing activities and the natural emergence of new systems as a model for a new type of learning environment. Explores the idea of facilitating self‐organizing learning activities in a separate organizational space within existing organizations, and outlines the theoretical elements for making such a space successful.

Strategic flexibility is an increasingly sought‐after competitive element in today’s fast‐paced and changing world. Theoretical discussion on how to achieve flexibility includes, among other things, building dynamic capabilities, maintaining multiple options, and supporting horizontal communication and teamwork among employees. These and other aspects of flexibility can, in part, be supported through the organizational structure. Organizational theory offers a number of combinations of options for the designer. With a variety of choices, and a need to have both control of execution and flexibility for change, a two‐level structure may support the combination of benefits that is a source of advantage. Proposes that organizations can maintain their operational structure at one level, while experimenting with a loosely bounded developmental organizational layer. Suggests that this complementary organizational tier provides space and support for a combination of self‐development and self‐organized efforts consistent with established incentives and values.

To track changes in management paradigms from the bureaucratic to the post‐bureaucratic to the learning organization model, highlighting core differentiating features of each paradigm as well as necessary ingredients for successful evolution.

The article takes the form of a literature review and critical analysis.

The complexity of the learning organization necessitates gradual evolution. The successful integration of the characteristics of post‐bureaucratic firms – empowerment, teamwork, trust, communication, commitment, and flexibility – coupled with an emergent systems perspective can provide improved understanding of how the learning organization disciplines may actually materialize.

Linking two traditionally encapsulated areas of research namely post‐bureaucratic organizations and learning organizations, highlighting an interesting roadmap for successful convergence of post‐bureaucratic organizations towards learning organizations.

The year 1988 marks a special anniversary for Russia. Exactly 1,000 years ago Christianity was officially introduced into Russia from Byzantium. This was accomplished when, in 988, Prince Vladimir of Kiev ordered a mass baptism of the Russian people

The purpose of this paper is to provide a survey piece on the concept of privacy and the justification of privacy rights.

This article reviews each of the following areas: a brief history of privacy; philosophical definitions of privacy along with specific critiques; legal conceptions of privacy, including the history of privacy protections granted in constitutional and tort law; and general critiques of privacy protections both moral and legal.

A primary goal of this article has been to provide an overview of the most important philosophical and legal issues related to privacy. While privacy is difficult to define and has been challenged on legal and moral grounds, it is a cultural universal and has played an important role in the formation of Western liberal democracies.

The paper provides a general overview of the issues and debates that frame this lively area of scholarly inquiry. By facilitating a wider engagement and input from numerous communities and disciplines, it is the authors' hope to advance scholarly debate in this important area.

Resilience, the ability of start-ups to deal with anticipated instabilities and probable disruptions, is becoming an important success element during coronavirus disease 2019 (Covid-19). To survive in this pandemic situation, resilience is an important concept for start-ups. The present paper aims to “identify”, “analyse” and “categorize” the resilience factors for start-ups during the Covid-19 pandemic using total interpretive structural modelling (TISM).

The resilience elements of start-ups during Covid-19 were identified and shortlisted during the first phase, which included literature analysis and extensive interaction with experts. TISM was used in the second phase to investigate or to determine how the factors interplayed between the resilience factors of start-ups during Covid-19. The Matrice d'impacts Croises Multiplication Appliquee a un Classment (MICMAC) method is used to rank and categorize the factors. Closed-ended questionnaire with the scheduled interview was conducted to collect the data.

The first part of the study found ten resilience elements in total. The TISM digraph was constructed in the second step to show why one resilience component led to another. The MICMAC analysis divided these factors into four groups: autonomous, linkage, dependent and independent. These groups represented resilience variables based on their driving and dependent power, which assist executives and managers in proactively addressing them while using the TISM digraph as a guide.

During the Covid-19 epidemic, this study focused primarily on resilience characteristics for Indian start-ups.

This study will help key stakeholders and scholars to better understand the elements that contribute to start-up's resilience.

The TISM method for start-up's resilience is suggested in this paper, which is a novel attempt in the field of resilience in this industry.

This study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.

Based on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.

The results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.

Our study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

The paper aims to examine the conditions under which disaster entrepreneurship contributes to community-level resilience. The authors define disaster entrepreneurship as attempts by the private sector to create or maintain value during and in the immediate aftermath of a natural disaster by taking advantage of business opportunities and providing goods and services required by community stakeholders.

This paper builds a typology of disaster entrepreneurial responses by drawing on the dimensions of structural expansion and role change. The authors use illustrative case examples to conceptualize how these responses improve community resilience by filling critical resource voids in the aftermath of natural disasters.

The typology identifies four different disaster entrepreneurship approaches: entrepreneurial business continuity, scaling of organizational response through activating latent structures, improvising and emergence. The authors formulate proposition regarding how each of the approaches is related to community-level resilience.

While disaster entrepreneurship can offer for-profit opportunities for engaging in community-wide disaster response and recovery efforts, firms should carefully consider the financial, legal, reputational and organizational implications of disaster entrepreneurship.

Communities should consider how best to harness disaster entrepreneurship in designing their disaster response strategies.

This research offers a novel typology to explore the role that for-profit firms play in disaster contexts and adds to prior research which has mostly focused on government agencies, non-governmental organizations and emergency personnel.