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This study investigates the impact of economic policy uncertainty on corporation innovation in innovative cities. The study sheds light on different results from the previous literature by testing the moderator effects of entrepreneurial risk appetite on such impact.

A static panel estimator is applied to a Chinese sample of 416 firm-year observations from 2010 to 2019. This paper uses regression model to test the impact of uncertainty on enterprise innovation in innovative cities, and to test the regulatory role of entrepreneurial risk appetite. For a series of robustness analysis conducted by the author to deal with endogeneity, the results are robust.

The author finds reliable evidence that the economic policy uncertainty can promote corporations to invest more in R&D in innovative cities. In addition, the role of the entrepreneurial initiative is significant, and there is a positive moderating effect of entrepreneurial risk appetite between policy uncertainty and corporation innovation.

From a practical point of view, this study examines the impact of economic policy uncertainty on corporation innovation in innovative cities for the first time. It emphasizes the role of entrepreneurial risk-taking in the development of corporation innovation in Shenzhen, an innovative city. This research is of great significance to the formulation of government policies and the innovative choice of entrepreneurs. In addition, the research shows that the entrepreneurial risk appetite in innovative cities can have a positive impact on enterprise innovation. Therefore, when formulating policies, the government should take the subjective factors of entrepreneurs into account and support enterprises with innovation potential. The evidence of this study also helps entrepreneurs make innovative decisions and enhance their confidence in enterprise development.

By studying the impact of economic policy uncertainty on enterprise innovation under the regulation of enterprise risk appetite, this study shows the subjective and positive role of entrepreneurs in risk grasp in innovative cities for the first time. In addition, it fills the gap of the impact of policy uncertainty on innovative urban enterprises. In fact, although it is traditionally believed that economic policy uncertainty has a negative impact on enterprise innovation, the sensitive findings of this study reveal completely different results from previous studies.

The purpose of this paper is to attract readers' attention to the importance of the integration of corporate governance and innovation for companies to strive further in business. The paper also attempts to illustrate how an innovation champion can exist in companies with a good corporate governance structure and fully utilize the structure, at the same time being aware of the limitations of innovation activities. Along the way, corporate social responsibilities should also be taken into consideration.

The objectives of this paper are achieved first through an explanation of how corporate governance structure works and what purpose it serves. By understanding the mechanics of corporate governance, the integration of the structure with other fields of knowledge, in order to boost corporate performance, becomes possible. The paper also makes several references to companies around the world which have integrated successfully.

Innovation is a teamwork effort. Concentrated efforts are needed from every person in the organisation, from the board of directors and all the employees. The main actor in the picture is the board of directors. Also, other critical factors such as culture, conducive environment and rewards very much need to be present in the system.

Innovation, even though deemed risky, must be supported. The board of directors or leaders of corporations must change the way they think. Leaders of corporations must make an effort to understand innovation, and subsequently spread it far and wide among managers by creating corporate policies that support innovation. With a consumer‐centric organizational principle in mind, corporations can improve their innovation success rate. A successful innovation effort requires full participation from everyone in the corporation to ensure that the end results of research and development are for the interests of society at large.

Corporate governance is a structure that needs input from other fields of knowledge. Too much faith is put in corporate governance to bring about performance; unfortunately corporate governance is just a structure. There are a lot more factors that should be taken into consideration before achievement can be seen and success stories can be heard. This integration of knowledge is suggested to companies so that they can generate more revenue.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

The purpose of this paper is to explore corporate entrepreneurship and the relationship between intrapreneurship and the proposed strategic models through a literature review. This paper reviews the strategic approach for increasing internal innovation performance at corporations.

Key words were identified to use in the literature search: corporate entrepreneurship, innovation performance and entrepreneurial environment. Then, all of the several electronic databases available in the university’s electronic library, including Harvard Business Review and The University of Chicago Press, as well as journals, books, Google Scholar and other institutional resources.

The six innovative outcomes are motivating individuals to engage in innovative behavior, concentrating entrepreneurial ventures through a newly minted organization within a corporation, helping innovative-minded people to reach their full potential, rewarding a corporate entrepreneur, encouraging people to look at the organization from a broad perspective and educating employees about corporate entrepreneurship.

The study was exploratory, based on a literature review. Further studies are needed using empirical research to examine why corporate entrepreneurship was attributed to be the strategic approach for internal innovation performance.

By implementing the strategic approaches, corporate management professionals can realize their entrepreneurial intentions for the firm and maintain their responsibility to shareholders in terms of other business and development goals.

The research constructs an input-process-output framework that minimizes external mergers and acquisitions and maximizes internal innovation performance. Value was created when corporate entrepreneurship was identified as a strategic approach for internal innovation performance.

As proposed by Brandenburger and Nalebuff (1996), the concept of coopetition which highlights the coexistence of both collaborative and competitive forces in interorganizational settings aims to provide a new way of thinking for accelerating the innovation process and generating greater value. However, despite such recognitions, our understanding about how coopetition can help facilitate the innovation process in small and medium enterprises is rather limited. This should warrant a separate stream of research on this issue. Drawing on the concept of effectuation, we will explore the coopetitive innovation process in entrepreneurial firms. Sarasvathy (2001) proposed five principles embedded in the effectuation decision-making process of entrepreneurship. This process starts with a given set of means and controllable goals, followed by interactions with other stakeholders until they are all committed. The final stage leads to the creation of new products and services. The first two stages, means and goals, are the preparation stage in which an entrepreneurial firm distinguishes itself from large established corporations and establishes a base to leverage its contingency according to existing means and acceptable losses. After that, the effectuation process enters into the interaction and commitment stage during which the firm seeks relationships with stakeholders. We argue that the coopetitive forces can appear in the interaction and commitment stages to enlarge and capture value for the entrepreneurial firm involved.

The purpose of this study is to discuss how organizations can drive organizational performance through human capital (HC) investment through systematic thinking.

This study analyzes three companies from various industries, adopts systems thinking and uses three leading indicators from the balanced scorecard framework to explore the effects of strategic orientations for HC on innovation ecosystems and organizational performance.

In terms of academic contributions, this study broadly verifies the innovation ecosystem model for organizations and reveals that customer-oriented, internal process-oriented and innovation learning-oriented HC strategies reinforce the pathways in organizational innovation ecosystems, thereby enriching the literature on innovation ecosystems.

In terms of practical contributions, this study provides a novel HC-based perspective on developmental dynamics and details the relationships among each aspect of the innovation ecosystem and HC strategies.

The proposed architecture and strategic frameworks provide a reference for corporations to implement strategic orientations of HC, drive operations in organizational innovation ecosystems and improve organizational performance.

Maintains that a core issue for the international competitiveness of US corporations is that of the innovation challenge, that is the failure to effectively exploit the inventiveness and energy of individuals in large corporation environments. Describes the background to the problem, that of the erosion of corporate US‐pioneered markets and discusses the concept of innovativeness, using examples from a variety of industries and companies. Offers advice on the development of innovativeness, concerningstrategy, skills building and the use of a cross‐functional approach, concluding that US corporations must, like small companies and entrepreneurs, become more innovative in order to compete.

This study examines the connection between investor sentiment and corporate innovation in the United States, considering the magnitude of corporate information asymmetry, the implied cost of capital and the financial constraints.

The authors employ a two-step GMM framework to examine the hypotheses of this study by utilizing annual data from 2001 to 2021 for US corporations.

The empirical evidence demonstrates a significant impact of investor sentiment on corporate innovation for firms with a lower information asymmetry and implied cost of capital than those with a higher information asymmetry and cost of capital. Although the financial constraint channel remained positive, it had little impact on the innovations of US corporations. Overall, the study's results show that companies make more valuable and high-quality patents when investors are optimistic.

This research has policy implications for all managers, investors, analysts and state officers, particularly in the USA and other developed countries. Managers and investors of all types should predict the role of corporate innovation in increasing shareholder wealth.

To the authors' knowledge, this is the first study to examine the relationship between investor sentiment and corporate innovation in the United States, considering the extent of corporate information asymmetry, the implied cost of capital and the financial limitations. The study's empirical findings uniquely contribute to the existing literature on corporate innovation and investor sentiment in the current context.

This chapter offers novel insights into how global corporations can innovate to tackle the global waste crisis and gain sustainable competitive positions. Using two of the most prominent types of global waste crises – food and plastic wastes – we discuss the dilemma of food and plastic waste, why innovations in global firms are needed to address them, and argue that a different perspective among those firms is needed, one which conceptualizes the development, dissemination and use of innovations in waste management, and one which recognizes that innovations, thus, created contribute to advancing the creation of economic, environmental and social value. We conclude using an overarching conceptual framework that depicts the complexity of the new perspective.