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Intrapreneurship (IP) and Strategic Human Resource Management (SHRM) are a paradigm in which the current global scenario of increased homeoffice and professional globalization can have the capacity to stimulate professionals’ autonomy and new business orientations able to re-invent new strategies, services, technologies and even leadership development. This study, of an exploratory nature, aims to analyze the synchronicities between IP and SHRM, raised by relational dynamics translated into leadership, organizational culture and individual practices having as a facilitating factor technology as an agent of change for continuous improvement (based on the Kaizen philosophy). It is supported by a qualitative analysis through a case study of a leading Portuguese group, Grupo Salvador Caetano, which has been in existence for 75 years.

The results demonstrate that dynamic relations are the synchronicities of IP and SHRM as long as stimulated and transmitted to collaborators, and that technology, facilitated these processes. The flexibility of SHRM, the sequence of delegation and implementation of relational dynamics must be the key for the synchronicities of SHRM and IP to be two phenomena that go side by side and contribute to more effective performance and evolution among collaborators, as they support each other in creating firms’ value for customers. Some contributions to theory and practice, raised through a logic of “in-house entrepreneurship,” are also presented at the end of the study.

Over the past decade, the cost of product development has increased drastically, and this is due to the inability of most enterprises to locate suitable and optimal collaborators for knowledge sharing. Nevertheless, knowledge sharing is a mechanism that helps people find the best collaborators with relevant knowledge. Hence, a new approach for locating optimal collaborators with relevant knowledge is needed, which could help enterprise in reducing cost and time in a knowledge-sharing environment. The paper aims to discuss these issues.

One unique challenge in the domain of knowledge sharing is that collaborators do not possess the same number of events resident in the knowledge available for sharing. In this paper, the authors present a new approach for locating optimal collaborators in knowledge-sharing environment using the combinatorial algorithm (CA-KSE).

The proposed pattern-matching approach implemented in Java is considered efficient for solving the issue peculiar to collaboration in knowledge-sharing domain. The authors benchmarked the proposed approach with its semi-global pairwise alignment and global alignment counterparts through scores comparison and the receiver operating characteristic curve. The results obtained from the comparisons showed that CA-KSE is a perfect test having an area under curve of 0.9659, compared to the other approaches.

The paper has proposed an efficient algorithm, which is considered better than related methods, for matching several collaborators (more than two) in KS environment. The method could be deployed in medical field for gene analysis, software organizations for distributed development and academics for knowledge sharing.

One sign of strength of this approach, compared to most sequence alignment approaches that can only match two collaborators at a time, is that it can match several collaborators at a faster rate.

Looks at leadership from a relational perspective. This perspective focuses on the relationship that is created between a leader and a collaborator. We call this relationship a partnership, and distinguish three types of partnerships: transactional, transformational, and transcendental. The type of partnership that the leader is able to create, determines the quality of the collaborator’s following behaviors, and demonstrates sets of values and behaviors that the leader shows in action. Transcendental leadership adds to the transformational one a service orientation, which solves the possible manipulative side of tranformational leaders.

This chapter reflects on how ethics was managed in Basque educational ethnographic research. Specifically, it addresses researcher positionality when relating to research collaborators in an attempt to manage inclusive ethics in situ. Nowadays, most research is evaluated by an ethical review board that ensures adequate research practice. However, unexpected fieldwork events need to be managed in the field, and this chapter addresses the impact of these events on the relationship between researchers and collaborators. Influenced by a post-qualitative stance we posit that research collaborators should be included in the research process. It reflects on the data collected during an ongoing ethnographic study with higher education students. The method used includes several interview meetings between researchers and collaborators, multimodal representations of collaborators' learning, and participants' self-observations. In the interviews, participants' discourses, representations, and self-observations were collaboratively analysed. The ethnographic data from these meetings show how researchers use a collaborative approach to practise ethics. Through such meetings, the knowledge derived from the ethnographic data is co-constructed in a research relationship where participants engage in dialogue and negotiation about the discourse created around them. Based on this relationship, we propose the concept of inclusive ethics as a process requiring an honest, inclusive, and collaborative relationship with the research subject.

The purpose of this paper is to highlight possible hidden risks when allocating multi-skilled human resources to teams working in a multi-project environment. Are allocation strategies maximizing the use of skills for each project, the only way to improve the chances of all projects being successful? What are the risks in this strategy? What are the available alternatives?

Simulation was used for different allocation strategies to evaluate, using two different metrics, the staffing of human resources in different projects. Three categories of companies were studied, and for each typology, virtual companies were created and several scenarios of collaborators, projects and tasks were simulated to evaluate the staffing process.

It is shown that for different simulations, different allocation strategies and metrics are possible for evaluation and that there is no golden rule of staffing in organizations with multiple projects and with multiple skills collaborators. The staffing is very much dependent on the context of the company.

The numerical method provides general managers with a useful tool to enable a better distribution of staff collaborators in teams handling multiple projects that require multi-skilled human resources. This method can also be used to evaluate training needs and hiring strategies, as it presents an overview of all human resources skills and motivations.

For academics, the methodology developed enables the study of characteristics of human resources, skills and motivations, which are interesting for team formation. To practitioners, the numerical method is a practical tool for staffing in multiple skills and multiple projects. This tool can also diagnose each company situation regarding current collaborators’ skills and motivations, serving as a tool for training and for hiring.

State-of-the-art cloud applications are problematic for collaborative document management; their current design does not encourage active personal folder categorization. Cloud applications such as Google Drive and Microsoft’s OneDrive store documents automatically, so at no point are users directed to categorize them by placing them in folders. To encourage active categorization and promote effective retrieval of cloud documents, the authors designed an add-on “nudge” called Personal Organizer which prompts Google Drive users to categorize by storing cloud documents in personal folders. The add-on prompt is triggered when users attempt to close uncategorized or unnamed documents. The purpose of this paper is to test whether using the Personal Organizer add-on leads participants to actively store their documents in folders that they personally created, and whether this promotes more successful and efficient retrieval.

To test the add-on, the authors conducted a pretest-manipulation-post-test intervention study with 34 participants lasting over three months. In both tests, participants were asked to retrieve personal documents taken from their own “Recents” list to improve ecological validity.

Using our add-on doubled the percentage of documents that were actively stored in folders. Additionally, using personally created folders substantially improved retrieval success while decreasing retrieval time.

Implementing our findings can improve document storage and retrieval for millions of users of collaborative cloud storage. The authors discuss broader theoretical implications concerning the role of active organization for retrieval in collaborative repositories, as well as design implications.

Supply chain resilience (SCR) is essential to the success of firms. However, very few studies have focused on the relationships between different types of integration, SCR and service performance from the perspective of third-party logistics providers (3PLs). The purpose of this paper is to develop and assesses a conceptual model for these relationships.

A total of 161 3PLs in Taiwan were surveyed and their responses were analyzed using partial least squares structural equation modeling (PLS-SEM/PLS).

The responses of respondents demonstrated that, of the three types of integration (internal integration, customer integration and logistics collaborator integration) used by 3PLs, internal integration had the greatest effect on SCR. Customer integration was found to have three fully mediating effects on the relationships between internal integration and service performance, between logistics collaborator integration and SCR, and between logistics collaborator integration and service performance.

This study provides useful information on how different types of integration manifest in the SCR and service performance of 3PLs.

Attempts to address how organizations are responding to the growing complexities of global business, technology, and virtual organizations. Argues that organizations can co‐operate and compete at the same time in order to be more effective in the marketplace utilizing a relationship perspective. This is why we have integrated the concepts cooperation and effectiveness, to create the new “co‐opetive” terminology. An ecological collaborative value system (CVS) has been developed. The behaviour of the system is affected by the condition of its components, and the system components are affected by environmental conditions. CVS suggests that customers, suppliers, distributors, competitors, and other organizations are equal partners in the system. Argues that it is imperative for a successful alliance and relationship between the collaborators to communicate and cooperate in an atmosphere of frank debate, trust, interdependence, and mutual positive expectation so that the mutual benefits and interests may be achieved. This mechanism may enable each component of the system to monitor its performance and to adjust its operation to ensure uniform quality of its input‐output. In short, it may allow the system to learn, adapt and evolve.

Purpose – This chapter critically engages with a positively oriented emotional reflexivity with the aim of improving inclusivity in bereavement research.

Methodology/Approach – The heartfelt positivity methodology intentionally creates positivity through the everyday practices of academic research. In this chapter, emotional reflexivity is guided by the heartfelt positivity methodology to identify and learn from collaborators’ emotions. It focuses on collaborators whose involvement in the academic community falls beyond that of the immediate research team at different stages of bereavement research.

Findings – The emotions of collaborators involved in bereavement research have been overlooked, yet their inclusion reveals a significant potential for the sanctioning of bereaved mothers’ potential participation in bereavement-focused research or breastmilk donation programmes. Key learnings that may be applied to conducting future bereavement research are (i) the potential for collaborators to also be bereaved parents (ii) the continued need to strive for the inclusion of bereaved parents in research and (iii) to extend the methodological principle of emotional reflexivity to include research collaborators when researching emotionally sensitive topics.

Originality/Value – This chapter argues that bereaved mothers’ knowledge and practices of thriving in hard times can either be fostered or derailed at different stages of the research cycle depending on which narratives frame human suffering. For researchers and collaborators, emotional reflexivity is crucial to inclusive research practices and knowledge translation.