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The megaproject is a vital innovation ecosystem for participants engaging in technological adoption and integration to achieve project goals. The purpose of this paper is to examine how ecosystem captains build and operate a megaproject innovation ecosystem (MIE). To be more specific, we conducted an in-depth case study to identify the roles played by ecosystem captains in establishing and managing a megaproject innovation ecosystem.

Based on the Hong Kong-Zhuhai-Macau Bridge project, the data we collected range from 2010 to 2019 and include semi-structured interviews, informal conversations, and archival documents. We employed an inductive theory building approach to address our research question and analyzed our data using the coding process and Atlas.ti software.

We find that the ecosystem captains themselves are client organizations that have evolved with the ecosystem during four distinct yet inter-related phases. In addition, we find that the captains’ roles of the client organizations include two typical activities: ecosystem establishment and ecosystem collaboration. The ecosystem captains first frame problems, plan innovative activities, set rules, and select participants for the establishment of the ecosystem, and then orchestrate resources, buffer conflicts, incorporate innovative networks, and cultivate an innovation culture to create a collaborative ecosystem.

This study proposes a theoretical framework showing how ecosystem captains engage in MIE to manage innovative activities during different stages. It highlights the importance of captainship roles in client organizations in a megaproject.

This paper aims to discuss the changing role of the strategic account manager (SAM).

This paper takes the form of an interview.

SAMs, in the future, will be ecosystem captains capable of managing complex relationships and teams, of organizing data and of telling stories with analytics. SAMs in the future will be assessed along with a set of metrics that it is similar to metrics of how top management consultants are evaluated: activities, competencies, intermediary results, sales/margins and quantified business value.

This interview discusses the current and future best practices of strategic account management.

An essential corporate decision-making tool, the Boston Consulting Group's growth-share matrix, is due for an upgrade. The purpose of this paper is to upgrade this growth matrix for use by corporate managers in the current platform age. Designed in the conglomerate age of the 1960s and 1970s to help corporate managers make disciplined and systematic portfolio investment decisions, the matrix is ill-adapted to the platform age in which we now live. The most valuable companies in the world are now platform companies, and many companies are transitioning to a more platform-based corporate portfolio. In this paper, the author explains how corporate managers can build and execute a sustainable platform portfolio.

The author started with a thorough study of the contextual assumptions and theoretical background of the original Boston Consulting Group growth-share matrix (which the author has been teaching for the past decade). He contrasted these with the assumptions and theoretical background developed in the platform strategy literature. To test and refine the framework, the author presented and discussed its applicability at companies such as GSK and with local consultants. He then used five consecutive cohorts of master students [280 students (70 groups)] to test this framework on a total of 20 companies (both “born platform” and “product to platform” companies).

The platform ecosystem age requires a corporate decision-making matrix that discriminates between businesses on the basis of platform market growth and platform commercialization capability, rather than product market growth and market share. As in the original matrix, these businesses correspond to three different investment horizons (Figure 1): the continuous renewal of blockbuster business, the integration of emerging killer businesses and the experimentation with joint innovation businesses. This paper helps corporate managers build and execute a sustainable platform portfolio by means of a sequence of six decision-making steps and a clear organizational template for successful execution.

The portfolio matrix, decision-making sequence and organizational execution advice presented in this paper are fit for both “born platform” companies such as Google (Alphabet) and “product to platform” hybrids such as Lego. The paper illustrates this with practical examples for both types of companies.

This paper aims to explore and discuss the impact of digital innovations from a business eco-systemic perspective. Key smart technology application themes in the cruise industry are extracted and synthesised in a “Smart Cruise Ecosystem” (SCE) framework.

Information communication technologies (ICTs) advancements and smart tools revolutionise interactions and affect all transactions, transforming the cruise experience. Gradually a Smart Cruise Ecosystem emerges by incorporating all technologies available and involving cruise passengers, who as smart actors interact dynamically with stakeholders, creating value before, during and after the cruising experience. The COVID-19 pandemic outbreak stressed the need for touchless and digital interactions as well as real-time information, fast-tracking the deployment of smart technologies. The diffusion of ICTs in the cruise industry is multi-faceted and dynamic, resulting in a number of smart-technology use-cases.

Smart technology constitutes a comprehensive smart ecosystem to manage all actors, controls, devises and systems to optimise ship operations and management, while co-creating value for guests and crew in an effective way. The multiplex SCE proposed is enabled by digital technologies collecting, storing, accessing and processing big data dynamically, including: object detection, Internet of Things, Internet of Everything, satellite communications, Big Data, automation, robotics, Artificial Intelligence and Machine Learnin, Cloud Computing, Augmented, Virtual and Mixed Reality. A range of interoperable and interconnected supporting systems form the basis of the smart ecosystem.

The proposed framework offers a holistic perspective of the smart-cruising domain, highlighting innovations, interfaces, dependencies, along with the corresponding key limitations and challenges. The synthesis and conceptual structure provided serves as a topology for guiding and connecting further research in smart cruising.

本文从商业生态系统的角度探索和讨论了数字创新的影响。在“智能邮轮生态系统”框架中提取和综合邮轮行业的关键智能技术应用主题

信息通信技术 (ICT) 的进步和智能工具彻底改变了交互并影响所有交易, 从而改变了邮轮体验。通过整合所有可用技术并让邮轮乘客参与其中, 智能邮轮生态系统逐渐出现, 他们作为聪明的参与者与利益相关者动态互动, 在巡航体验之前、期间和之后创造价值。 COVID19 大流行的爆发强调了对非接触式和数字化交互以及实时信息的需求, 以快速跟踪智能技术的部署。信息通信技术在邮轮行业的传播是多方面的和动态的, 产生了许多智能技术用例

智能技术构成了一个全面的智能生态系统, 用于管理所有参与者、控制、设计和系统, 以优化船舶运营和管理, 同时以有效的方式与用户和船员共同创造价值。提出的多元智能巡航生态系统（SCE）由数字技术实现, 包括物体检测、物联网、卫星通信、大数据、自动化、机器人、人工智能、云计算、AR、VR, 动态收集、访问和处理大数据。一系列可互操作和互连的支持系统构成了智能生态系统的基础。

本研究提议的理论框架提供了智能巡航领域的整体视角, 突出了创新、接口和依赖关系, 以及相应的关键限制和挑战。所提供的综合和概念结构用于指导和连接智能领域的进一步研究提供划分类型。

This paper honors the breadth of some of March’s key ideas on organizations by applying them to the development of amphibious operations in the United States. The development of amphibious operations highlights, in part, March’s appreciation for little ideas, the importance of ordinary actions as opposed to great men, and the larger societal trends in which evolutionary organizational change is nested. The persistence of ordinary men and a series of little ideas that accumulated for decades prior to the far more celebrated 1919–1939 interwar period established the intellectual and organizational foundation that made the interwar innovation period possible. We use this case not only as an example of how many of March’s ideas are relevant to a given case, but also to demonstrate how extending March’s ideas to different kinds of institutions and organizations might be useful for future scholars and for organizational scholarship.

Despite increasing efforts to incorporate sustainability in curricula and practices of institutions of higher education, effective implementation remains challenging. The purpose of this study is to present an approach to incorporate sustainability into a practice-oriented research skills course, which was implemented at a small island state university in the Caribbean.

First-year university students followed a four-week course module, starting with the introduction of the sustainable development goals, and culminating in a symposium in which the students present the findings of their research projects to the campus community. Pre-course module and post-course module surveys measured the students’ knowledge and perceptions regarding sustainability. These survey results were also compared with the result of a similar survey held for the university’s employees.

The survey results suggested that following the course module increased students’ knowledge about sustainable development, as well as their support for the university campus and its community putting more emphasis on teaching, practicing and encouraging sustainability. Interestingly, university employees scored significantly higher on the latter component than students, suggesting that in this case a lack of interest of the staff is not a barrier toward a sustainable campus.

The presented course module offers a novel and low-cost approach to introducing sustainability into a broad range of academic curricula, specifically tailored to the needs of institutes of higher education in small island states. The survey results suggest that this type of education may not only ensure reaching academic goals but also increase students’ interest in sustainable development within their local environment.

The occasion of globalization mobilizes internal forces and local leaders into using external forces, allying with alien (national and global) actors to achieve local goals; and letting themselves being used by alien interests and made part of global goals. In the Amazons region, particularly, there has been an emergence of local actors and space‐time structures that deserve attention when devising viable structures in the global world. In this paper, our purpose is to watch some of the actors that interact in the region and learn how, underneath globalization, history depends much on the leaders of local projects. Looks at two modalities: one in Brazil and one in Venezuela.

The purpose of this study is to explore the elements of the Marwari business community’s sociocultural context, which influence entrepreneurial behaviour. The entrepreneurial behaviour of the Marwari community is interrogated in the context of the wider indigenous entrepreneurship literature.

The study adopts a qualitative approach in exploring the thoughts, feelings, beliefs and effectual entrepreneurial behaviour of a sample of Marwari entrepreneurs. An exploratory, qualitative content analysis method was adopted to highlight the emerging insights into traditional entrepreneurship.

The study identifies unique, traditional Marwari behavioural constructs such as Sakh and Samai and the role it plays in trust-based business relationships. Overall, the study finds that although the Marwari practices and ecosystem enable a deep understanding of the entrepreneurial and business process, they do not facilitate creative innovation or entrepreneurial experimentation as seen within modern start-up incubation ecosystems.

The study took a conscious decision to restrict further data collection upon saturation and used a purposeful sampling technique to increase the richness of this study rather than enlarge the sample and dilute the quality of the data.

The study identifies nuances of Marwari’s traditional practices that have come to determine their effectual tendencies that support business growth and sustainability. The study, however, finds that the restrictiveness of the Marwari ecosystem practices on fluency of doing business rather than creative innovation and thought experimentation risks the longevity of the traditional ecosystem advantage enjoyed by the Marwaris for centuries.

The study broadens the understanding of the uniqueness of traditional business communities, which are comparatively marginalized in mainstream entrepreneurship research. Via this study, it is seen that the Marwari form of entrepreneurship is collectivist rather than individualist in nature, which differentiates them from their Western counterparts. This helps to explain why entrepreneurs tend to behave differently; hence, achieving a universal definition of entrepreneurship remains a challenge.

While the relationship between the sociocultural aspects of communities and their entrepreneurial behaviour is known, the role of the constituent elements of the Marwari sociocultural context and influence on business is unclear. This study takes the lead in identifying such elements of the Marwari sociocultural construct and argues how these elements can play a role in the Marwaris demonstrating tendencies of effectual behaviour.