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Healthcare innovations for bottom-of-pyramid populations face considerable risks and few economic incentives. Can entrepreneurial innovators provide new solutions for global health? This chapter examines how a technology enterprise built a collaborative network and supportive ecosystem making it possible to steer an innovation for TB patients through discovery, development, and delivery. Ecosystem resources were mobilized and upstream and downstream co-innovation risks were mitigated to commercialize a new diagnostic test. Detailed evidence on this innovation for TB care uses ecosystem analysis to clarify core issues in the context of joint value creation. The case study shows how resources from private and public partners can be leveraged and combined by the focal firm to build joint value and to lower execution, co-innovation, and adoption risks in healthcare ecosystems combating diseases of poverty.

In The Americans, Philip and Elizabeth Jennings are undercover operatives for the Soviet Union. In that capacity, they are responsible for crimes including murder and espionage. Yet they also pose as a law-abiding family, running a small business, raising children, and making friends with their neighbours. By ‘practicing’ American life, Philip becomes more American, forging an identity more receptive to American values and attitudes. This chapter draws on concepts from the literature on legal consciousness to examine the relationship between identity and hegemony. Studies of legal consciousness emphasise that consciousness is not simply legal attitudes or even ideology; rather legal consciousness is reflected in the way that people enact their legal beliefs and values. Those enactments help individuals form identities, but those identities are constrained by the hegemonic ideologies that are prevalent in the culture. Law and legal consciousness are important to both processes.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

Drawing on organization theory perspectives, this chapter investigates how multinational enterprises (MNEs) based in different home countries influence each other's foreign entry decisions. The proposition that the subsidiaries of multinationals from different countries constitute a reference environment and that this environment provides important information for potential new entrants was tested with panel data on foreign entries from 55 home countries into China from 1979 to 1995. The rate of new entries from a focal home country was found to correlate with the number of foreign subsidiaries already established by firms from other home countries with cultures similar to that of the focal home country. This was interpreted as reflecting transnational learning and competition. Uncertainty derived from home-host-country trade ties and cultural differences was shown to moderate this transnational mimetic learning.