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The intention is to introduce the conceptual framework proposed by Brown, Odom, and Conroy (2001) for the implementation of social interaction intervention. This tiered system organizes intervention strategies for early childhood professionals to make informed decision on how to promote social interactions of young children who are at risk for social competence difficulties in inclusive early childhood programs.

Citizens are substantial stakeholders in every e-government system, thus their willingness to use and ability to access the system are critical. Unequal access and information and communication technology usage, which is known as digital divide, however has been identified as one of the major obstacles to the implementation of e-government system. As digital divide inhibits citizen’s acceptance to e-government, it should be overcome despite the lack of deep theoretical understanding on this issue. This research aimed to investigate the digital divide and its direct impact on e-government system success of local governments in Indonesia as well as indirect impact through the mediation role of trust. In order to get a comprehensive understanding of digital divide, this study introduced a new type of digital divide, the innovativeness divide.

The research problems were approached by applying two-stage sequential mixed method research approach comprising of both qualitative and quantitative studies. In the first phase, an initial research model was proposed based on a literature review. Semi-structured interview with 12 users of e-government systems was then conducted to explore and enhance this initial research model. Data collected in this phase were analyzed with a two-stage content analysis approach and the initial model was then amended based on the findings. As a result, a comprehensive research model with 16 hypotheses was proposed for examination in the second phase.

In the second phase, quantitative method was applied. A questionnaire was developed based on findings in the first phase. A pilot study was conducted to refine the questionnaire, which was then distributed in a national survey resulting in 237 useable responses. Data collected in this phase were analyzed using Partial Least Square based Structural Equation Modeling.

The results of quantitative analysis confirmed 13 hypotheses. All direct influences of the variables of digital divide on e-government system success were supported. The mediating effects of trust in e-government in the relationship between capability divide and e-government system success as well as in the relationship between innovativeness divide and e-government system success were supported, but was rejected in the relationship between access divide and e-government system success. Furthermore, the results supported the moderating effects of demographic variables of age, residential place, and education.

This research has both theoretical and practical contributions. The study contributes to the developments of literature on digital divide and e-government by providing a more comprehensive framework, and also to the implementation of e-government by local governments and the improvement of e-government Readiness Index of Indonesia.

Talking about smart cities also entails talking about new ways of mobility. Various concepts compete for reimagining future mobility, most prominently connected cars, robo taxis, and other forms of shared mobility. New digital technologies, changing customer requirements, but also new competitors are dynamically affecting previous market logics. To stay future-proof in this new world of mobility, the automotive sector, which is an important nucleus for developing such mobility solutions, is currently undergoing fundamental digital transformation processes. Established car manufacturers have to find their path to choose out of the many possibilities on the rise. Against this backdrop, they face the major challenge to find an answer to the question: Who are we and who do we want to be in the future? Therefore, we argue that organizations’ digital transformation is highly entangled with questions on organizational identity and discuss digital transformation as a potential identity threat for established organizations.

We begin this chapter by introducing the concept of organizational identity. Afterward, we will continue with applying it to the practical context of car manufacturers: After depicting the major trends of digitalization in the mobility and automotive sector, we will focus on the digital transformation processes of established automotive companies and discuss their impact on organizational identity. Empirical illustrations of the Volkswagen case depict our theoretical considerations.

We provide theoretical ideas for better understanding the impact of digital transformation on organizational identity, as well as suggestions for practitioners concerned with organizations’ digital transformation processes.

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.