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Although special education was built upon the foundation of the Civil Rights Act of 1964, the discrimination that many racialized students receiving special education services experience cannot be denied. Many culturally, ethnically, and linguistically diverse students receiving special education services encounter labels that perpetuate racism and ableism and lead to inequitable access to services and resources necessary for more positive postsecondary outcomes. By honoring intersectionality and dismantling the singular identity, educators can become change agents and shift the historic oppressive narrative to create a system of empowerment as these individuals transition from transitional kindergarten to age 21 special education programs (TK-21) schools into adulthood.

The Cultural and Creative Industries (CCIs) built on a country's centuries-old know-how in handicraft production, the images, stories, symbols, music, dances and the likes have the potential to contribute significantly to the country's GDP and socio-economic development. Particularly in developing countries where there is high rate of unemployment among the youth. We used a case study research to explore the experiences, challenges and opportunities of businesses in the cultural and creative sector. To do so, we selected a start-up in Ethiopia that specialises in designing and producing culturally inspired quality and sustainable lifestyle products. Specifically, the chapter highlights the potential of indigenous knowledge and skill coupled with innovation in designing contemporary products and the process of producing them for the individual entrepreneurs, as well as the promotion and preservation of the country's cultural heritage. It also indicates the need to utilise abundant but underutilised resources to produce value-added and sustainable products in the region.

This chapter illustrates the concept of organisational innovation leadership (OIL) through a case study of the organisational transformation of Eddyfi Technologies to achieve superior innovative capacity through synergetic centralisation. The case study focusses on the real challenges faced when effecting organisational transformation, and how innovation leadership practices provided constructive resolutions that culminated in a successful reorganisation. We find that effective innovation leadership is conveyed primarily through establishing close relationships, open communication, and setting the example in a consistent and strict manner.

Toyota had mature lean capabilities when developing its supplier network. This paper aims to explore how companies can develop a Toyota-style supplier network (TSN) while their lean capabilities are still evolving.

Theoretically, this paper relies on the literature on lean maturity levels and lean supplier network development. Empirically, the paper portrays a Toyota-style initiative, detailing the buyer’s efforts to develop internal lean capabilities concurrently with developing lean in its supplier network. It compares the Network for supplier innovation (NSI) initiative with TSN development regarding activities, organizations and knowledge-sharing routines.

Unlike the sequential development in the case of Toyota, NSI improved performance and capabilities in the buyer’s supplier network by implementing lean in the firm and its supplier network concurrently. Third-party involvement was the key to the initiative’s success.

The findings are based on an in-depth single-case study which allows theoretical generalization but not statistical generalization. Furthermore, the case study concerns an initiative with Norwegian firms during a financial recession. Future studies should consider these limitations on how firms with evolving lean capabilities can develop a TSN-style supplier network and the importance of involving third parties operating in the role of lean master.

This study suggests what buying firms should consider when designing a TSN initiative, enrolling suppliers and engaging third parties that can take on the role of lean master.

Previous research has focused on how mature lean firms develop lean suppliers and networks. This paper extends this to firms whose lean capabilities are still evolving.

This study aims to explore the resource development process implemented by a small consulting firm, active in a traditional industrial context, pursuing the innovation path to develop solutions within the Industry 4.0 (I4.0) domain.

This study undertakes a single qualitative case study of Sinergia, an Italian innovative small consulting firm. The case study is analyzed through critical events and adopting the 4 R model, developed within the industrial marketing and purchasing (IMP) approach.

The analysis highlights a transition from knowledge broker to solution provider, based on a process of networking, with a relevant strategizing effort, and of assembling internal, external and shared resources. Three patterns in the evolution of the company’s innovation path emerge: resource-oriented networking, hybrid resource development and resource assembly.

The empirical study provides novel empirical evidence over localized innovation processes in I4.0 by exploring the innovation path pursued by a small consulting firm in connection with the local business. The study represents a theoretical development in terms of the 4 R model as it suggests the need to further conceptualize the category of technical resources – including products and facilities – in the increasingly complex I4.0 domain and provides insights on the changing role of actors in networks underpinned by emerging resource structures.

There is a wealth of literature on the financing structure of a company. For this reason, the authors considered it useful to present a theoretical and empirical literature review of classical and new theories of the financial structure. The purpose of this study is to realize on a panel of 15 nonfinancial Moroccan companies listed on the Casablanca Stock Exchange, over a period of 11 years.

The results obtained indicate that only a few variables from financial theory have an important role in the financing policy of Moroccan companies. The authors have presented the positive role of size and self-financing on the debt ratio. The analysis of the effects of profitability shows in this study that it is negative related on the debt ratio which asserts the predictions of the pecking order theory. Also, the age of the company and the growth opportunities explain the level of indebtedness.

Econometric analysis is used to ascertain the nature of the financial structure of listed companies. For this purpose, a large number of companies listed on the Casablanca stock exchange were used.

The authors have presented the positive role of size and self-financing on the debt ratio. Regarding the influence of profitability, this analysis shows that it is negative related on the debt ratio which asserts the predictions of the pecking order theory. Also, the age of the company and the growth opportunities explain the level of indebtedness.

This study aims to offer a mid-range theory conceptualization of factors central to understanding and facilitating business actor engagement (BAE). Reports on a study of real estate companies and their sustainable development goal (SDG) driven business initiatives. The aim is to identify the factors that need to be in place to facilitate positive engagement amongst actors in business-to-business (B2B) settings.

A case study of real estate companies (landlords of business premises) and their business customers (tenants of offices and warehouses) – comprising interviews and workshops – offer insights related to the factors that need to be in place to facilitate BAE types and outcomes.

The identified central factors of BAE – needed to understand and facilitate positive engagement to unfold – are the actors’ perception of: willingness (to act), resourcefulness (to contribute and solve issues) and influence (to affect decisions) regarding solutions related to the business initiative at hand. Failing to facilitate these factors may result in negative outcomes of BAE where “engagement” merely constitutes perceived obligations and responsibilities.

The study offers theoretical and managerial insights on how to manage the factors needed for BAE. It also sheds light on how actors can use SDG-driven business initiatives to achieve sustainability goals.

It contributes to the concept of BAE, by emphasizing the dynamics of engagement, from the motivational and behavioral dimensions specific to B2B settings. It offers insights how to managerially cogovern rather than control BAE. It presents central factors needed to include and capacitate customers, facilitating successful implementations of SDG-driven business initiatives to reduce absent or negative outcomes.