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Recent research supports the role of productive government spending as an important determinant of economic growth. Previous analyses have focused on the separate effects of public investment in infrastructure and on investment in education. This paper aims to introduce both types of public investment simultaneously, enabling the authors to address the trade‐offs that resource constraints may impose on their choice.

The authors employ a two‐sector endogenous growth model, with physical and human capital. Physical capital is produced in the final output sector, using human capital, physical capital, and government spending on infrastructure. Human capital is produced in the education sector using human capital, physical capital, and government spending on public education. The introduction of productive government spending in both sectors yields an important structural difference from the traditional two‐sector growth models in that the relative price of human to physical capital dynamics does not evolve independently of the quantity dynamics.

The model yields both a long‐run growth‐maximizing and welfare‐maximizing expenditure rate and allocation of expenditure on productive capital. The welfare‐maximizing rate of expenditure is less than the growth‐maximizing rate, with the opposite being the case with regard to their allocation. Moreover, the growth‐maximizing value of the expenditure rate is independent of the composition of government spending, and vice versa. Because of the complexity of the model, the analysis of its dynamics requires the use of numerical simulations the specific shocks analyzed being productivity increases. During the transition, the growth rates of the two forms of capital approach their common equilibrium from opposite directions, this depending upon both the sector in which the shock occurs and the relative sectoral capital intensities.

These findings confirm that the form in which the government carries out its productive expenditures is important. The authors have retained the simpler, but widely employed, assumption that government expenditure influences private productivity as a flow. But given the importance of public investment suggests that extending this analysis to focus on public capital would be useful.

Two‐sector models of economic growth have proven to be a powerful tool for analyzing a wide range of issues in economic growth. The originality of this paper is to consider the relative impact of government spending on infrastructure and government spending on human capital and the trade‐offs that they entail, both in the long run and over time.

The purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the effect of leader member exchange on creative work involvement becomes less when team potency is high.

Data were gathered via a printed survey instrument, using a purposive sampling approach and administered directly to 150 expatriate (non-Emirate nationals) employees located in the Jabal Ali Dubai Free Zone of the United Arab Emirates (UAE).

Our findings indicate that the higher the level of team potency the less the effect of LMX on expatriate creative work involvement.

The findings suggest that, team potency, which is an asset in certain situations, can be a liability suppressing the effect of LMX on the expatriate employees creative work involvement. Expatriate employees experiencing satisfaction and fulfillment through the leadership exchange feel sufficiently empowered in their abilities to engage in creative work behaviors.

Testing a theoretical model within the intranational cultural diversity of an expatriate workforce may be a stronger source of diversity than other sources, providing for an original theoretical contribution to the extant literature. Moreover, the UAE, with its prominent network of expatriate employment integrated within the national economy presents a highly relevant contextual environment in which to study expatriate behavior.

The study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This research's essence lies in the proposition that organizational competencies, knowledge resources and processes, absorptive capacity and innovativeness form the underlying base for sustainable competitive advantage in this dynamic world.

A cross-sectional explanatory research design is adopted. Using the quantitative data obtained from the sample of Indian international joint ventures (IJVs), partial least squares structural equation modeling (PLS-SEM) is deployed to confirm the proposed relationships among the research constructs. Finally, qualitative interviews helped in triangulating the primary survey's results.

A well-established relationship between knowledge transfer and innovation is negated by the Indian IJVs' data, which is delved deeper with cross-industry qualitative analysis. The novel hierarchical model with multiple mediations has nurtured quite exciting results for the business world with some significant theoretical and managerial implications.

This study has investigated the nexus between multi-dimensional organizational competencies, knowledge transfer, absorptive capacity and venture innovativeness in the context of Indian IJVs. It has emphasized the role of internal dynamics in cross-cultural joint ventures to attain sustainable competitiveness through strategic and technological efficiency.

The study has addressed the specific research gap of under-investigation of dynamic capabilities and sustainable competitiveness in international joint ventures. It has investigated a complex model of multiple mediations, yielding interesting quantitative results with qualitative insights; which is rare to match in literature.

How to promote innovation remains a challenge. In practice, some enterprises try to initiate an organizational crisis intentionally to spur innovation. This study approaches this practice and aims to explore the role of intentional organizational crisis in innovation.

This study conducted an empirical study. Data was collected from 297 companies in China by a questionnaire survey.

Results show the role of intentional organizational crisis in innovation. There is a U-shaped relationship between intentional organizational crisis and product innovation capability. Past performance and resources allocation capability moderate this relationship by weakening the impact of intentional organizational crisis on product innovation capability.

This study highlights the light and dark sides of intentional organizational crisis and explores its impact on innovation capability, providing some implications for practitioners to use crises as shocks to spur innovation and enriching the research of organizational crisis and innovation capability.

While strategy was traditionally perceived as exclusive, and limited to small groups within organizations, recently a shift toward greater openness through inclusion of a larger number and variety of actors is emerging. The purpose of this paper is to adopt a social network perspective to develop a theoretical framework on how this increased openness has a varying impact in the different phases of the strategy process.

The author suggests that the strategy process is shaped through social interactions between individuals. Specifically the author conceptualizes how introducing openness affects individuals’ structural and relational characteristics, which impact generating new strategic ideas (variation), and selecting (selection), and integrating them into the existing set of routines (retention).

The framework shows that benefits and costs of increased openness balance differently. While substantial benefits may be realized in the idea generation phase, costs may outweigh the benefits in the selection and retention phase.

Based on the framework, implications can be drawn on how openness should be introduced in the different phases of the strategy process. Specifically the author discusses appropriate open strategy tools based on social technologies, which organizations can use to benefit from openness in the different stages.

Open strategy is a newly emerging phenomenon, which seems to fundamentally change the strategist’s work. More open, inclusive ways of strategizing offer new benefits but also create costs in the strategy process. This paper deepens the theoretical understanding of the consequences of openness in the strategy process.