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Our focus in this article is on a conceptual framework that has the potential to help managers achieve the goals of facilitating, accelerating, and sustaining the innovation diffusion process in organizations. We use concepts and variables from epidemic modeling to develop a series of algebraic equations that mathematically demonstrates the process by which innovative ideas are diffused throughout organizations, and then derive a set of propositions from the equations that specify how variables in the equations might be affected to facilitate, accelerate, and sustain the innovation diffusion process. After identifying strategies designed to affect these variables, we discuss factors that may be required to implement the strategies successfully. Finally, we discuss other factors that managers should consider as they take actions to facilitate, accelerate, and sustain the innovation diffusion process.

This paper presents a case study of how, over the last six years a large, a traditional corporation simultaneously created new service markets and established a dominant position in the competitive information and communication technology field in Japan. The corporation accepted a new organizational body that has an entrepreneurial spirit and consists of different types of personnel, then the company continuously promoted entrepreneurial strategies based on time pacing. At the same time, in an attempt to implement strategic innovation, the company integrated the above strategies with deliberate strategies based on event‐based pacing practiced by the existing line organizational body. Through a case study, this paper discusses the factors for success and the problems encountered in the course of achieving strategic innovation in the communications field, i.e. the creation of a new market, through intentionally and strategically having, and furthermore integrating, paradoxical organizations and strategies under a single corporate umbrella.

Uses a case study to discuss factors for success in the course of achieving strategic innovation in the mobile Internet business field, specifically in the creation of new markets through the deliberate and strategic maintenance and subsequent integration of paradoxical organizations and strategies under a single corporate umbrella. The corporation accepted a new organizational body imbued with an entrepreneurial spirit supported by different types of personnel and then continuously promoted entrepreneurial strategies based on time pacing. At the same time, with the aim to implement strategic innovation, the company integrated the above strategies with deliberate strategies based on event‐based pacing practiced by the existing organizational body. Behind this successful innovation lies the formation of a strategic community with both new and traditional organizations through the leadership of top and middle management and the subsequent integration of paradoxical strategies promoted by knowledge management, which led to the creation of a new market known as the mobile Internet.

The purpose of this paper is to propose a new model of leadership in a volatile, uncertain, complex and ambiguous (VUCA) context, paying special attention to human resource management.

The paper is conceptual. It presents the challenges of the VUCA environment that from which technically empowered democracy movements around the world have emerged, needing a new leadership model that aligns human resources tools to the new leadership model.

New tools for human resource management are proposed.

The paper links technological changes and leadership skills, providing a novel framework that can provide a basis for further research into the profound nature of leadership. Implications useful for managers and leaders are discussed.

The aim of this article is to provide a deeper conceptual understanding of the interdependence between service innovation, sustainability and quality in the age of accelerations in the context of cities. The research question is, how can service innovation, sustainability and quality interact in cities to meet the challenges of technology, globalization and climate change?

The study adopts a qualitative research approach and cases study research method in the context of cities. In this article, meeting the challenges in the age of accelerations is analyzed and interpreted in an abductive process in an interaction between empirical findings of three progressive cities Freiburg, Malmö and Gothenburg and the conceptual and theoretical frame for getting a new meaning.

The article demonstrates the need for a deeper conceptual understanding of the interdependence of service innovation, sustainability and quality in the age of accelerations. Service innovation and quality improvement cannot be handled as a standalone managerial activity because these processes are part of values-based learning and developing a loop for transformation, value co-creation and sustainability practice.

Future research in this area should focus on generalizing the present findings to securing sustainable service business embedded on social and environmental perspectives and governance issues in other empirical settings and conceptualization.

The article looks into the idea of an ecosystem to achieve a balance between nature and people: “Dynamic” and “complex” ecosystems can be illustrated in different contexts to ensure a strong commitment to societal and environmental perspectives to create value and develop a sustainability practice.

The article makes an original contribution by using insights from service research, quality movement research and from studying actual sustainability practices in the real-life contexts of cities by developing a conceptual paper.

This study aims to examine how innovation can be accelerated within the New Zealand (NZ) building industry to improve the productivity and efficiency of the industry.

The study adopted a mixed philosophical approach combining interpretivism and post-positivism. Data for the study were obtained through a focus group of 50 practitioners that were selected using a stratified sampling procedure. All focus group data were audio-recorded, notes of the discussions were taken and then transcribed, de-identified and managed using NVivo software. Data analysis was undertaken using thematic analysis and inductive reasoning consistent with interpretative phenomenological analysis.

The study findings revealed that the industry could benefit from the adoption of new and emerging technologies to improve its performance, especially its productivity and efficiency. Key drivers for the adoption of innovative practices included the adaptation of “local best practices” from case studies that would consist of stories of successful innovations that could foster confidence in future innovation. It was also identified that Government and industry should nurture innovation through collaborative contracts, policies and regulations. Further, it was highlighted that a culture of innovation needed to be developed to help nurture competencies and capability within the industry workforce.

This study provides an in-depth examination of the need for innovation from the point of view of building industry practitioners. This study provides a useful starting-off point for further research and for the creation of policies that could help to support and accelerate innovation within the NZ building industry.

NZ’s building industry productivity and efficiency have been sub-optimal relative to other industries. But using evidence from the experiences and knowledge of industry practitioners, strategies can be developed to accelerate innovation within the NZ building industry that could help reverse industry performance. Further, the research findings can help inform government policies to develop support mechanisms that could encourage innovation in the industry in NZ. In addition, it is anticipated that the findings will provide a useful set of guidance for other countries that have similar market and physical constraints as those encountered by NZ.

There is a dearth of empirical studies on innovation in the NZ building industry which the current study contributes to. By sharing industry practitioners’ experiences and knowledge of innovation, the paper seeks to counteract more technocratic and technological optimist accounts of innovation within the building industry. Further, the paper provides insights into how the NZ building industry can transform its performance through innovation.

As a sector, higher education is at the low end of innovation rankings. The challenges we face – demographic, technological, political, and pedagogical – will require sustained innovation at a strategic level. Recent research with mature companies has identified exemplars in strategic innovation (e.g., O’Connor, Corbett, & Peters, 2018). This work explores whether – and how – higher education institutions might adapt insights from the corporate sector for strategic innovation in teaching and learning.

The introductory section provides an overview of the nature of strategic innovation (and why it is hard to sustain), strategic issues facing higher education, and the status and challenges of sustaining strategic innovation for teaching. The next two sections describe insights from research with corporate exemplars of sustaining strategic innovation. Each section uses a scenario from higher education as a proof-of-concept test to explore the application of the corporate sector insights for strategic innovation in higher education teaching and learning.

The final section of the chapter discusses the planned next steps to prototype and test adaptation of these corporate sector insights with institutional innovation leaders in higher education, as well as additional potential sources of insights (from other research in the corporate sector and from strategic innovation in the public sector).

The title of this book suggests the possibility that new ways of managing innovative processes may favour an evolution of the economy towards an altruistic model. This chapter argues that the acceleration of innovative processes at the turn of the millennium has produced, or at least has not avoided, phenomena of the concentration of wealth and power in which it is difficult to discern an altruistic root. It is observed that the cultural models developed to interpret innovative phenomena are also focused on the profit of individual companies and not on altruistic values. The author goes on to indicate the appropriateness of referring to less limited phenomenological models and suggests exploring an analogy of innovation with Darwinian evolution. An outline of this approach is provided.