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The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

Building upon the firm market orientation theories, this study aims to examine the individual and synergistic effects of the firm inside-out and outside-in marketing capability on its incremental and radical product innovation outcomes.

By collecting cross-sectional data from 203 manufacturing firms in Pakistan, confirmatory factor analysis in AMOS and hierarchical multiple regression analysis in SPSS are performed to validate the study measurement models and test the hypothesized relationships, respectively.

The findings of this study suggest both inside-out and outside-in marketing capability critical for incremental and radical product innovation. Specifically, inside-out marketing capability is found positively associated with incremental product innovation and non-linearly (inverted U-shaped) associated with radical product innovation. Conversely, outside-in marketing capability is found positively associated with radical product innovation but non-linearly (inverted U-shaped) associated with incremental product innovation. However, the results indorse that developing synergy between the inside-out and outside-in marketing capability positively impacts both incremental and radical product innovation.

Drawing from the firm inside-out and outside-in market orientation theories, the study extends the existing research on product innovation outcomes from the marketing capabilities perspective. Previous literature highly recognized the value of the firm market orientation and being market-driven in market-based product innovations. However, there was a lack of understanding of how the firm marketing capabilities facilitate incremental and radical product innovation. This study provides a novel understanding of the firm inside-out and outside-in marketing capability role in inducing incremental and radical product innovation which enrich and extend the current literature on firm capabilities and product innovations from a marketing perspective.

Conventional wisdom about the digital divide maintains that per capita income, education, age and access to technology are its main causes and also the main barriers to internet access. The purpose of this study is to evaluate the validity of that claim in the case of the Isle of Man (IOM).

A nominalist ontology and positivist epistemology characterizes the underpinning research philosophy for this case study. Research data consisted of secondary census instruments and primary data derived from interviews with a sample of IOM civil servants.

The findings were that despite having better results in terms of the causes of digital divide, the IOM trailed the UK level of internet access to a significant degree. This result raises questions about the wisdom of basing digital divide and e‐government strategies on technology proliferation and economic indicators.

The IOM is a comparatively small entity compared to the UK. In addition, basing the primary data collected on IOM civil servants only may result in an element of bias.

Many governments invest considerable sums of money on their digital divide and e‐government programmes which may be misdirected if they are addressing the wrong causes of it.

This paper evaluates an issue which normally requires the resources of government or institutions in order to research it.

The purpose of this paper is to outline findings from research into Integrated Offender Management (IOM), an example of multi-agency working between the police, probation and drug treatment services, and how this is expected to be affected by the “Transforming Rehabilitation” (TR) changes to the probation service being introduced by the Ministry of Justice.

The methodological approach was realistic evaluation. The findings of this paper draw upon semi-structured interviews undertaken with IOM staff, offenders and a small number of national IOM portfolio holders. Observations of the operation of IOM in the local site have also been used.

Three underpinning mechanisms within IOM were uncovered during the research, all of which are at risk from the TR changes.

IOM, as it currently operates, will be affected fundamentally by the TR changes, due to the disruption to stable multi-agency working. The research is limited by taking place during the planning and initial roll out of the TR changes; as a result interviewees were commenting on their expectations rather than their direct experience of the changes. However, their experience within IOM makes them well placed to assess the likely impact of TR.

As the TR changes are new, this paper is amongst only a small number seeking to assess their anticipated impact based on primary research.

Assesses institutional and individual research productivity in the area of international operations management (IOM) by reviewing publications in 21 leading operations management (OM) journals over the 12‐year period from 1986 through 1997. Also assesses the IOM research output of the journals and the relative contributions of academicians and practitioners to IOM research appearing in these journals. Among the journals examined for the 12‐year period of this study, based on annual output and quality of published IOM research, Production and Operations Management, International Journal of Operations & Production Management, and European Journal of Operational Research served as the leading outlets for IOM research. The 21 journals published a total of 550 IOM articles over the 12‐year period with academicians authoring approximately 86 percent and practitioners 14 percent of this IOM research. The study provides insights on the IOM research productivity and quality of institutions and individuals and offers suggestions for furthering the cause of IOM research.

Inter-organizational mentoring (IOM) is a human resource development tool that is used when the mentor and mentee belong to different organizations. As mentees are the focus of the IOM process, the success of this type of program is highly reliant on their characteristics. Therefore, the purpose of this paper was to derive the most desirable characteristics for mentees in IOM.

An intensive review of the literature on mentoring for managers and business professionals was carried out to identify mentee characteristics. These characteristics were then ranked for their importance to IOM using the Hybrid Delphi method (with 130 informants taking part in a Delphi survey and 19 expert IOM practitioners taking part in Focus Group and Nominal Group Technique sessions). An exploratory factor analysis identified the three main underlying factors behind the listed mentee characteristics.

In total, 17 relevant mentee characteristics were identified and ranked and then synthesized into three essential factors for the mentee. The results were discussed in the light of existing studies.

The mentee characteristics and factors identified in this study will be of great practical value to coordinators of IOM programs. Also, the review of the literature and the obtained results will help other researchers who wish to expand on this topic.

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

This study used a focus group of 19 expert coordinators on IOM programs who met once at the Basque College of Economists. The session was recorded and notes were taken and distributed to all participants.

Based on the focus group, the authors developed a four-phase model of IOM. The phases this conceptual model proposes for IOM are awakening, transcendence, organizational bond and maturity.

These four phases should help mentors to guide mentees in the completion of an effective IOM process. This model is a re-conceptualization from the traditional mentoring phases, as the nature of the mentoring process is different. However, getting to understand the phases of IOM will enlighten the understanding of this phenomenon that is a growing option for managers in their career development as IOM helps managers to acquire skills and competencies.

This work contributes to the comprehension of this new form of alternative mentoring, clarifying for mentees and mentors, what process they are going to follow. Additionally, it provides clear criteria for inter-organizational program coordinators on how to organize these kinds of programs. In the opinion of the authors, this paper is original because it provides an in-depth understanding of IOM, which is an HRD technique that has barely been studied to date.

Sustainable Development Goals (SDGs) frame the urgent call for actions by all global stakeholders to provide economic, social, and ecological prosperity (United Nations, 2021). The goal is to create a better world for the greatest number of people. The stakeholders of SDGs are primarily UN member states, regardless of the size of their resources or population (United Nations, 2019). However, autonomous communities are included as well as companies. The Isle of Man (IoM) is located in the Irish Sea and is an autonomous crown dependency (cd) of the British monarchy with almost eight times fewer inhabitants than one of Europe's largest employer, Volkswagen, has employees (Brandtjen, 2019; Volkswagen AG, 2020). In 2016, the whole Isle was designated a UNESCO Biosphere Reserve (BR) and is the only entire nation to be a member of this worldwide network. The Biosphere programme focuses on sustainable development, conservation, and education within the framework of the UN's 17 SDGs (Isle of Man Government, 2021; UNESCO, 2019). But how does this programme help the IoM to develop? Did this programme help the IoM to get through the COVID-19 pandemic? Is the IoM a model for other nations to become UNESCO BRs and to create an environment for corporate SDGs to be fulfilled?

This article aims to inform the reader of the developments around integrated offender management (IOM) arrangements with a particular focus on the issues in relation to workforce development and responding to emerging support needs.

The article is designed to take the reader through an IOM development journey, its key principles and some common issues on which the Government departments are supporting local areas.

The article emphasises that integrated offender management should not be seen as a programme or scheme. Rather, it is a locally agreed strategic framework for bringing together different offender‐focused programmes and approaches. It highlights the need for a skilled work force at both strategic and operational levels, in order to mainstream effective and efficient offender management approaches.

A focus on workforce development and training can be expected to help local areas to develop an agreed vision for the local IOM approach and raise awareness of it at all levels, to help to mainstream the approach.

The article highlights the importance of workforce development to the effectiveness of IOM and invites areas to engage with the Home Office.

The purpose of this paper is to help introduce the empirical study of emotion within an institutional framework by examining shame and shaming as drivers of institutional stability and change, respectively.

The author conducted a qualitative study of 101 US print media articles generated by major US news publications and trade magazines from 1999 to 2011 in the wake of the Institute of Medicine’s (IOM) 1999 report To Err is Human: Building a Safer Health System.

This study resulted in two major findings. First, this research found that the institutions constituting the collective professional identity of physicians persisted via institutionalized shame inculcated in physicians during their extensive socialization into the medical profession. Potential shame over medical error served to reinforce institutionalized cultures which exacerbated medicine’s problems with error reporting. Second, this study reveals that field-level actors engage in shaming to affect institutional change. This research suggests that the IOM report was in effect a shaming effort directed at physicians and the institutions constituting their collective identity.

This study provides some verification of recent theoretical works incorporating emotion into institutional theory and also illustrates how shame can be incorporated into collective identity as an institutional imperative.

This study provides a rare empirical investigation of emotion within an institutional framework, and illuminates ways in which the emotion of shame interacts with institutional processes. This research also focusses on collective identity and institutional stability, two topics which are largely ignored by contemporary institutional researchers but are integral aspects of social life.