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Leaders must be able to transform their organisations regularly to deliver long‐term competitive advantage, in an environment where organisational change is becoming more frequent, complex and risky. Failure rates are high because organisations install new systems, processes or practices, but fail to implement the change fully – people are not sufficiently committed to the new ways of working. In this article the author reveals that to overcome these challenges and build a sustainable change capability the knowledge, skills and processes must be developed by people inside the organisation. Only when organisations learn new ways to implement change initiatives will they sustain them long enough to realise the benefits.

The quantity and scope of the information that has materialized so far on the subject of AIDS (Acquired Immune Deficiency Syndrome) has increased significantly since the first case of the syndrome in the United States was diagnosed in 1981. Initially, information could be found only in a few articles in the medical periodical literature or in a few newspapers. Gradually, more information appeared in health care, allied health, and other professional journals and periodicals. As the incidence of the syndrome increased, more newspapers and the mass market magazines and the electronic media began covering the syndrome, and both health care professionals and the general public found themselves presented with a steady stream of information, research, and education on the subject of AIDS.

A new form of “museum” has emerged which takes advantage of the Internet′s seemingly limitless format options for electronic presentation and ability to tailor in‐depth presentations to niche audiences. Constraints of ownership and geographic location are lessened as Internet‐based museums point to sources across the globe. Collections which are physically impossible to construct are being mounted electronically. Offers a sampler of museums and galleries around the world which are making use of WorldWide Web or Gopher servers.

The interest for hosting the Olympic Games is now at its historical peak. Heads of states, culture elites, top athletes and professional marketers are engaged in selling their cities to the deciding International Olympic Committee. This host selection process has recently been in the focus of public interest due to the bribery allegations against the winner of the 2002 Olympic Winter Games, Salt Lake City.

The purpose of this paper is to investigate the historical contributions of complex innovations (both creative and tactical components) in a formative period in a major Australian department store, David Jones Ltd.

The study uses a context-specific lens to examine complex retail innovation. The study adopts a longitudinal design with the focus on a single firm, which met the inclusion criteria. Data collection was predominately from company archival materials and publicly available documents, including newspapers.

An in-depth analysis of two complex innovations demonstrates the retailer’s successful management of both marketing exploration (innovation) and marketing exploitation of that innovation. Effective marketing requires operational, tactical marketing exploitation to dovetail marketing exploration.

The study is limited to one successful department store. Notwithstanding, there are expectations that the lessons extend to many other retailing organizations.

The practical relevance is clear, with the emphasis on retail innovation (and especially complex innovation) as a basis for both surviving and thriving in an ever-changing marketing environment.

The use of a complex innovation approach is a novel way of examining marketing history. The study concludes that both marketing exploration and marketing exploitation are essential for retail longevity.

The purpose of this empirical case study is to study and explain the role of public leadership in the expansion of municipal climate action in Canada.

In 2017 and 2018, the authors conducted13 semi-directed interviews with municipal staff and elected officials from three municipalities, a documentary analysis of primary and secondary sources. Interviews and documentation collected were also coded using the software NVIVO 12. The authors compared three municipal case studies: the City of Toronto (Ontario), the City of Guelph (Ontario), and the Town of Bridgewater (Nova Scotia).

The authors found that leadership is a prominent factor explaining the expansion of municipal climate action in Canada. Municipal climate action is initiated and championed by an individual, elected officials or municipal staff, who lead and engage in the development of policy instruments to mitigate and/or adapt to climate change. These leaders facilitate the formulation and implementation of instruments, encourage a paradigm shift within the municipality, overcome structural and behavioural barriers, and foster collaboration around a common vision. Optimal municipal climate leadership occurs when the leadership of elected officials and municipal is congruent, though networks play a significant role by amplifying municipal sustainability leadership. They support staff and elected officials leadership within municipalities, provide more information and funding to grow the capacity of municipalities to develop instruments, to the point that conditions under which municipalities are driving climate action are changing.

This paper hopes to contribute to better understand under what conditions municipalities drive change.

There is an international scholarly recognition that municipalities should be further explored and considered important actors in the Canadian and international climate change governance. Gore (2010) and Robinson and Gore (2015) highlighted that we are yet to understand the extent to which municipalities are involved in climate governance in Canada. This article directly addresses this gap in the current scholarly literature and explores the expansion of climate municipal leadership with the aspects of interviews.

CD‐ROM was first demonstrated in the United States in November 1984. Since then many organizations, including agencies of the Federal government, have embraced the technology, and an increasingly large and diverse product base is emerging. In March 1986, Microsoft Corporation sponsored a major conference on the topic, which was attended by almost 1000 persons. The registration fee of $900 precluded most librarians from attending. David Miller provides a thorough report on the conference, and a complete directory of participants, for the benefit of those who could not attend.

The purpose of this paper is to posit that it is possible to identify contributing factors for “never events,” preventable adverse events in the healthcare setting, and to develop “best practices” to prevent them.

This paper focuses on three specific never events: patient falls, pressure ulcers, and hospital acquired pneumonia. A model is suggested to identify “gold standard best practice” protocols to be used to prevent these events. A literature review identifies two categories of factors: uncontrollable patient‐related factors and controllable environmental related factors. The methodology is to use the Institute for Healthcare Improvement (IHI) Breakthrough Series Collaborative Model to develop best practice protocols for controllable environmental factors.

Controllable environmental variables may be positively impacted by using Theory of Inventive Problem Solving (TRIZ), Value Stream Mapping, Kanban, 5S technique, Reduction of Complexity, Total Production Maintenance, Poke‐Yoke, and Quick Change Overs. Controllable environmental variables may then be positively impacted by these methodologies and tools.

The tools and methods indicated have been used individually in the healthcare sector, but this approach has never been used in an integrated manner. The concept is to work with patient safety organizations in order to reduce never events in healthcare; events that, to date, have significantly increased the costs of healthcare and reduced the quality of processes and outcomes in healthcare.