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Mental illness presents a huge individual, societal and economic challenges, currently accounting for 20% of the worldwide burden of disease. There is a gap between the need for and access to services. Digital technology has been proven effective in e-mental health for preventing and treating mental health problems. However, there is a need for cross-disciplinary efforts to increase the impact of e-mental health services. This paper aims to report key challenges and possible solutions for cross-disciplinary and cross-sectorial research teams within the domain of e-mental health.

The key challenges and possible solutions will be discussed in light of the literature on effective cross-disciplinary research teams.

Six topics have been key challenges in our cross-disciplinary and cross-sectorial research team: to develop a shared understanding of the domain; to establish a common understanding of key concepts among the project participants; to involve the end-users in the research and development process; to collaborate across sectors; to ensure privacy and security of health data; and to obtain the right timing of activities according to project dependencies.

This study focuses to increase knowledge and training in cross-disciplinary and cross-sectorial research, as this is often referred to as an important tool when developing sustainable solutions for major societal challenges.

This study needs to include theory and skills training in cross-disciplinary research in research training.

Cross-disciplinary teams have the potential to address major societal challenges, including more perspectives and more stakeholders than single disciplinary research teams.

Major societal challenges require complex and sustainable solutions. However, there is a lack of knowledge about how cross-disciplinary and cross-sectorial research teams may work productively to solve these challenges. This paper shares experiences regarding the challenges and possible solutions for productive collaboration in cross-disciplinary and cross-sectorial research teams within the domain of e-mental health services.

Purpose – The purpose of this chapter is to establish some of the reasons why there exists a chasm between micro and macro disciplines of organizational sciences. We aim to suggest some fecund areas for bridging the gap between the micro and macro side of our science.

Methodology/Approach – In this chapter, we have polled our colleagues to ascertain the areas that they believe have the most potential to bridge the micro–macro divide. In addition, we have reviewed extant literature to identify some of the areas where bridging work has already started.

Findings – Through our survey and literature review, we have identified a number of areas which can help in narrowing the micro–macro divide.

Social Implications – By suggesting some ways to bridge the micro–macro divide, this chapter helps in setting future research agenda that will help in viewing organizational problems from multiple lenses. Our work also encourages the scholars from various disciplines to explore ways that can integrate the broad disciplines of organizational sciences.

Originality/Value of Paper – We have attempted to take the pulse of researchers in management disciplines concerning the chasm between micro and macro disciplines, and we have tried to integrate this information with the bridging research that has already been reported. Moreover, we have suggested a number of reasons why this gap is so difficult to remediate. We discuss how bridging the gap is connected to the way in which we train, develop, and reward nascent scholars in our field.

From the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much more impacted by organisational capabilities, competences and hidden, “soft” routines, bringing innovation and creativity to the core of organisation. The purpose of this paper is to focus on competency sets for open innovation (OI) and is to provide recommendations for OI competency development in companies, linked to the core OI processes.

The research is exploratory and aims at theory-based practical indication combining deductive identification of competency clusters and inductive model development. Thus, the authors apply quantitative methods to data collection and analysis. The authors conducted an extensive literature review on competence challenges with regard to execution of OI, and empirical data analysis based on a large-scale structured industrial survey in Europe (N=264), leading to the development of competency sets for companies. SPSS tools are applied for empirical tests.

The authors develop a generic OI competency model applicable across industries, combined with organisational implications for sustaining OI management capabilities. The research clusters competencies based on the empirical analysis, which addresses the various challenges of OI, leading to recommendations for competency management in an OI context.

The data were collected from one key informant per company. Although the authors made efforts to ensure that this was a senior manager responsible for innovation, the authors cannot exclude some bias in the way that OI activities and related competencies are perceived. Exploratory nature of the research, which calls for a more systematic investigation of the OI activity modes and the OI competencies resulting competency model. In particular, the competencies could be tested on an inter-professional sample of employees with involvement in and/or responsibility for innovation, development, and HR management, as well as on leaders of innovating companies. Third, although significant in size for the analyses undertaken, the sample is not large enough to enable a more fine-tuned analysis of regional differences across Europe in the way that OI is managed through the development and implementation of competencies.

The research contributes to the OI management field with an outlined OI competency profile that can be implemented flexibly and tailored to individual firm’s needs. It brings indications for both further theory building and practice of innovation organisation, especially with regard to human resource development and organisational capability building for OI.

The social implications of the paper result from the contribution to innovation management competency development in OI regimes, which is an important tool for designing contemporary educational programmes, contributes to OI management sophistication in business which is especially important during the economy slowdown and search for new sources of growth and productivity, and supports firms productive engagement in OI ecosystems and collective technology upgrading towards higher societal benefits and stakeholder involvement.

An empirically grounded OI competency model is proposed with an implication to support human resource development for OI. To the best of the authors’ knowledge, there has been no prior attempt to build such a model. The distinguished feature of the research is its extensive European coverage of 35 countries and multinational scope. The empirical validation strategy makes the research extremely relevant for management decisions related to human factors related OI capability development in organisations.

Despite the need for such, little scholarly attention has been paid to transdisciplinary enquiry into gender inequities in workplaces. The authors provide a pragmatic evaluation of the transdisciplinary research (TDR) model by Hall et al. (2012) for framing the study of this societal issue, shedding light on the challenges, principles and values that could usefully inform subsequent TDR in organisational settings.

This paper evaluates the model in relation to TDR on gender inequities in New Zealand's public service by Hall et al. (2012) Content analysis on our reflective narratives from research team meetings, email exchanges, informal discussions and a workshop reveals TDR study insights. Findings show support for the model and its four broad phases and surface principles and values for applied TDR enquiry that addresses societal challenges in the organisational context.

The adoption of a TDR model to examine a study of equity in the public service revealed practical and conceptual challenges, encouraging ongoing reflection and adaptive behaviour on the researchers' part. The pragmatic evaluation also highlighted environmental constraints on undertaking TDR, with implications for the ambition of future studies.

This evaluative enquiry encourages similar research in other organisational and national settings to validate the use of TDR to gain insightful, contextualised understandings of social challenges centred in the organisational setting.

This pragmatic evaluation of a TDR model's capacity to approximate the approach and phases of our applied enquiry lays the groundwork to refining TDR approaches used in subsequent studies aimed at addressing societal issues in the organisational setting.

This paper can potentially promote greater collaboration between research scholars and other stakeholders wanting to develop TDR paradigms and applied enquiry that can meaningfully inform workplace and societal impacts.

This pragmatic evaluation of a TDR approach involves its initial application to the study of equity at work and develops principles and values that could inform TDR paradigms and methodologies of subsequent enquiries in the field.

Considers the Smart Manufacturing Techniques project designed to implement team‐based manufacturing cells in participating Australian companies. Draws on case studies of the three participating groups to explore the nature of socio‐technical implementation processes. Argues that an improved understanding of socio‐technical systems is needed, and that action research is the best method to do that. Concludes by presenting a configuration process model and applies this to show how it can illuminate the implementation of team‐based cells in the three case study companies.

The purpose of this paper is to introduce a practical conceptual tool for analysing the dynamics of cultural change in organizations. In so doing it seeks to address two concerns in the organization culture literature: issues of time and perspective which underlie the contested nature of culture; and limitations of existing analytical frameworks to cater for differing perspectives in a manner which is accessible to academics and practitioners.

Williams' notion of culture as a constant negotiation between the dominant, the emergent, and the residual cultures mediated by the processes of selective tradition and incorporation is discussed. For illustrative purposes this model is then used to analyse material collected in a case study of a growing IT organization.

The analysis framework identifies the paradoxes and potential tensions in the ongoing development of this organization. As a result it promotes questioning, and clarifies where choices are to be made.

The paper shows how this framework can be used to assist investigation. Although the usual limitations of case study research apply, the framework facilitates a wider view of change over time.

The paper provides an accessible reflective framework that affords a more dynamic, contextual, evolutionary, and nuanced view of organizations. It accommodates multiple perspectives within an organization and facilitates their exploration.

The paper introduces the ideas of Raymond Williams to a wider organizational audience, and demonstrates how they can be adapted to make complex accounts of culture and organization more accessible.

Purpose – A considerable body of literature has evolved on the topic of appropriate research methodology for cross-national data collection. Additionally, prior commentaries on cross-national research in the marketing have cited significant deficiencies in this body of research in terms of the theoretical foundations, methods, and analytical techniques used. The purpose of this chapter is to summarize guidelines for conducting cross-national research in marketing and assess the degree to which these rules are being followed.

Design/methodology/approach – The literature on cross-national research methods in marketing studies is first reviewed to identify key issues and methodological guidelines. A content analysis of cross-national studies appearing in 10 major journals in the marketing and advertising field for the period from 2005 to 2010 is conducted to assess whether the guidelines for researchers are being followed. The chapter also explores whether recent research is addressing key deficiencies identified by prior commentaries on this body of research.

Findings –Results are indicative of some promising trends. A wider range of theory bases, methodological techniques, and analytical techniques are being used in cross-national marketing studies. Additionally, methodological guidelines for conceptualizing studies, including following appropriate procedures to ensure equivalence and verifying the existence of cultural differences, are being followed at a higher rate than in the past. Still, some studies do not follow accepted guidelines, and there is a need for a wider range of theory bases and methods to be used.

Research limitations/implications – The study examines only cross-national studies published in 10 journals over a recent six years (2005–2010). As a result, no direct comparison to earlier periods is made.

Originality/value of paper – This chapter outlines key guidelines for conducting cross-national studies in marketing. It also calls attention to the need to follow these guidelines based on the trend toward a majority of studies complying with them. Finally, the chapter calls attention to the need for certain theory bases and methods to be used more frequently.

A work system may be said to exhibit social sustainability if it utilizes its human, social, economic, and ecological resources with responsibility. This entails using these resources in a non-exploitive way, regenerating them, and paying due attention to the needs and ambitions of its stakeholders in the short- and long-term. For most presently existing organizations attaining and maintaining sustainability requires a midcourse correction, a transformation process. This chapter reviews the main concepts regarding sustainability and previous research of organizational development in this context. It presents a four-phase model for this transformation process and illustrates the model's application in four different contexts. The results are discussed and directions for further research are presented.

This study aims to discuss the evolution of Big Data (BD) and Analytics in the tourism and hospitality field. It analyses the important role that BD has played so far in tourism and hospitality research and delineates how it might evolve in the future.

In line with the Platinum Jubilee Special Issue of Tourism Review, this work consists of a critical and conceptual analysis including a mini literature review of recent work in the area at the intersection of BD and tourism and hospitality research.

Findings suggest that tourism and hospitality scholars are increasingly aware of and adopting BD approaches to retrieve, collect, analyse, report and visualise their data. However, a number of avenues for improvement in the use and interpretation of BD and BD analytics as both sets of methods and technology need to be developed. Moreover, BD analytics promise to enhance a number of digital technologies in tourism and hospitality such as AI and IoT that heavily rely on data. As such, the authors envision that a new digital entrepreneurship field might be shaped within the tourism and hospitality literature. Research pathways for future inquiry at the intersection of BD and tourism and hospitality are outlined.

While thinking retrospectively about research revolving around BD and its role in the tourism and hospitality research field so far, this study also addresses the challenges pertaining to how BD research will be conducted in the next seven decades within tourism and hospitality.

This paper aims to shed light on how offshore wind park business networks can orchestrate dynamic capabilities to enable innovation for the competitive advantage of renewable offshore wind energy.

The research is based on a qualitative multiple-case study of operation and maintenance activities in offshore wind parks, starting in June 2014 with a pilot qualitative case study and the main qualitative multiple-case research conducted via in-depth interviews with 20 enterprises. The preliminary findings were presented for the qualitative triangulation of comments in a seminar in May 2015.

The findings explain the need for collaboration across the business network through the use of an open innovation platform for orchestrating dynamic signature capabilities in combination with ordinary capabilities. Both locally distributed leadership and central leadership in knowledge creation are necessary ingredients. The model developed from the research findings shows the need to change the competitive advantage criteria within business networks to VRIS (valuable, rare, imitable, substitutable) in contrast to the traditional criteria for individual enterprises of VRIN (valuable, rare, imperfectly imitable, non-substitutable).

The research is focused on offshore wind park business networks, and therefore, the generalizability of this qualitative case study to other contexts can be limited. Further research is thus needed to verify the findings.

A three-fold contribution is made to the understanding of the integrated combination of orchestrating dynamic capabilities in the offshore wind energy sector. Business networks, academia and policy bodies are given a model for enacting the competitive advantage of renewable offshore wind energy for the benefit of society.