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The aim of this paper is to present a macro view of the evolution of innovation for value creation, from the closed to collaborative, open, and now co‐innovation. It reviews several mega trends that have dramatically changed the dynamic nature of the global market place and also several new forces that have made innovation imperative for organizational value creation.

The paper provides a conceptual overview of co‐innovation through some of its basic elements such as convergence revolution, collaboration, and co‐creation with stakeholders.

Co‐innovation is a new innovation paradigm where new ideas and approaches from various internal and external sources are integrated in a platform to generate new organizational and shared values. The core of co‐innovation includes engagement, co‐creation, and compelling experience for value creation. Thus, the practices of co‐innovative organizations are difficult to imitate by competition.

Innovation is imperative for organizational survival in today's turbulent global market. This conceptual paper presents many real‐world examples of co‐innovative firms' strategies that can provide new insights for follower organizations.

Innovation is a universal strategy for every organization, be it a firm, non‐profit organization, or even a government agency. The new innovation approaches suggested in the paper can contribute to social reforms such as creating shared value for all stakeholders.

This is an original paper that presents a broad‐stroke direction and vision for new organizational strategies for innovation.

This chapter provides an overview of the value and management of collaborative innovation in the development of library services. Open or collaborative innovation is innovation that bridges organizational boundaries. It discusses key aspects of interorganizational innovation and its application in libraries, namely the essence of innovation, the imperative for collaborative innovation, choosing partners and innovation networks, successful management of collaborative innovation, and the barriers to collaborative innovation and their management. It is argued that innovation is pivotal to survival and success in dynamic and complex organizational environments. Increasingly organizations are seeking to pool resources and enter into collaborative alliances in order to achieve large-scale, radical, paradigm innovations. However, the success of such alliances is not guaranteed, and is dependent not only on choosing the right partners but also on the leadership and management of innovation teams, having an understanding of the challenges of collaborative knowledge creation, and negotiating organizational and interorganizational barriers to innovation. While library and information literature has seen much discussion of innovations in terms of the outputs of innovation processes, there has been little discussion of the innovation processes needed to achieve new service developments, and other innovations. This chapter encourages information professionals to think strategically about innovation activities, specifically the management of the performance of collaborative or open innovation.

Technological advancements are reshaping the tourism industry, necessitating the adaptation of business models through digital technology utilisation for intelligent, sustainable and inclusive tourism offerings. The diverse nature of tourism businesses, encompassing size, technology access, risk aversion, labour intensity, and more, presents a spectrum of challenges and opportunities for business model innovation (BMI) and digital transformation (DT) to maintain competitiveness. This study focuses on the core aspects of DT and BMI within the tourism sector, offering pivotal insights to aid tourism companies embarking on the intricate journey of DT and BMI in this evolving landscape.

The study conducts an extensive literature review to identify critical issues and pathways for tourism businesses pursuing DT and BMI. The review is focused on the challenges, opportunities, risks and imperatives that tourism organisations have to navigate in the current DT landscape to renew their business model.

The findings underscore the pressing need for tourism businesses to undergo a holistic DT. While digital technologies are reshaping the essence of tourism value chains, the transformation extends beyond technology adoption to encompass a profound renewal of organisational culture, competencies, structure, leadership and operational models. This paradigm shift is indispensable for crafting more innovative, sustainable and more inclusive tourism development. The paper also provides strategic recommendations and outlines future research directions to fortify the transformational journey of the tourism sector.

The paper provides key insights into supporting DT and BMI in tourism businesses, advancing a nuanced understanding of the multifaceted challenges and opportunities tourism organisations face in the digital age.

COVID-19 pandemic has triggered an existential crisis amongst the companies, communities, organisations and institutions across the globe. People are facing unusual scenarios characterized by prolonged lockdowns, changes in the work from home compulsions, job losses, disruptions in the supply-chain networks, the slowdown in economies, scarcity of essential commodities and unavailability of medical services due to burgeoning numbers of positive cases with COVID-19. Death rates due to COVID-19 are alarmingly high, which complicate matters all the more. The purpose of this paper is to explore how open innovation can enable the suffering communities overcome the crisis of such magnitude.

This paper is based on general understanding and academic insight emerging out of the millennial crisis like COVID-19 that the author witnessed with close quarters.

The people’s suffering due to COVID-19 pandemic is terrific, almost unparalleled in the history of civilisation. However, the pandemic has also galvanised the people all over the world to come together and work towards collaborative problem solving and open innovation. As such, COVID-19 has presented an unprecedented situation which warrants extra-ordinary responses. The crisis has inadvertently made room for open innovation so that human miseries can be successfully mitigated by leveraging collective wisdom and traditional knowledge of the communities who are more than willing today to collaborate and make a difference in the solutions space in true sense.

This paper provides fresh insights on the rationale and efficacy of open innovations in overcoming the crisis like a pandemic. Companies across the globe have also come forward to work together with anyone, including their competitors, to explore immediate and practical solutions to the problems caused by COVID-19. The paper also provides a framework of developing as well as strengthening an ecosystem for open innovations in the world inflicted by unique civilizational crisis. The only way to get out of the current mess is to join hands for collaborations and collectively find innovative solutions to the issues plaguing humanity today.

Service industries hold an increasingly dynamic and pivotal role in today’s knowledge‐based economies. The logistics industry is a classic example of the birth and development of a vital new service‐based industry, transformed from the business concept of transportation to that of serving the entire logistical needs of customers. Quantum advances in science, technology, and communication in the new millennium have compelled firms to consider the potential of the so‐called new “resources” (technology, knowledge and relationship networks) that are essential if firms are to operate effectively within the emerging business model, and to utilise the opportunities to innovate and gain market leadership. Through an extensive literature review, this paper examines the factors that nurture innovation in logistics services, identifies the contributions of the new “resources” and, using industry examples, examines the application of these resources to logistics firms as they assume an extended role within the new business model.

Service industries hold an increasingly dynamic and pivotal role in today's knowledge‐based economies. The logistics industry is a classic example of the birth and development of a vital new service‐based industry, transformed from the business concept of transportation to that of serving the entire logistical needs of customers. Quantum advances in science, technology, and communication in the new millennium have compelled firms to consider the potential of the so‐called new “resources” (technology, knowledge and relationship networks) that are essential if firms are to operate effectively within the emerging business model, and to utilise the opportunities to innovate and gain market leadership. Through an extensive literature review, this paper examines the factors that nurture innovation in logistics services, identifies the contributions of the new “resources” and, using industry examples, examines the application of these resources to logistics firms as they assume an extended role within the new business model.

As the tide of recession recedes, CEOs should consider potential changes in the business environment, make a list of emerging threats and review how firms in other industries have successfully employed new innovation concepts in response. this paper aims to address this issue.

The paper points to three worrisome trends that CEOs need to watch, and offers some suggestions for finding opportunistic ways to address them.

In the midst of the doom and gloom of a severe recession, when optimists grab the spotlight by pointing to signs of recovery, the author warns that there is too little attention paid to the pessimists' warnings of persistent low growth or a period of stagnation.

The opportunity initiative for CEOs: establish a formal process that demands continuous innovation in every stage of the value chain.

The paper identifies clear imperatives for the CEO today: learn to manage transparency amid the chaos of the internet; re‐examine assumptions about customer beliefs, values, attitudes, and needs; sweep away the vestiges of your firm's “not invented here” culture; take advantage of willing collaborators among the firm's external virtual community; concentrate on innovation across the entire value chain; and be the disruptor not the disrupted.

The purpose of this paper is to propose a model and some practical considerations for breakdown-driven organizational research.

The analysis is based on a two-case narrative from two studies of innovation in public welfare organizations. Inspired by Dewey’s pragmatic philosophy, the paper abductively builds a model for reflective practice when research plans break down.

A breakdown-driven approach to organizational research can open up to new insights about both the empirical field and organizational research methodology. In the present paper, breakdowns serve as pivotal points for reflective practice that not only offer new perspectives on innovation, but also the paper makes use of innovation theory to inform research methodology.

This paper advocates more narrative self-reflecting research that reveals processes of confusion and uncertainty. These narratives are worth sharing as research in its own right as they hold the power to intensify the researcher’s perceptual and reflective skills.

This paper aims to report and discuss findings from the first exploratory phase of a research project that examined how and in what ways the practice of vocational student work-placement contributes to innovation in host organisations. The focus of the paper is on identifying and clarifying how innovation is understood in this context and outlines six different meanings of innovation variably used by those involved in the work-placement provision – vocational education students, training providers and host organisation staff. The paper suggests that these six meanings evidence the disparity of work-based understandings of innovation and the need to be more explicit and accurate about what the term means in specific work contexts if innovation is to be realised.

The qualitative first phase of the project interviewed 41 students, trainers and organisational staff about the nature of their work and learning practices and the kinds of changes and improvements to those practices that they experienced through the placement program. Through these interview conversations participants were asked to describe and explain their understandings and experiences of innovation in their work. The interviews were transcribed and thematically analysed.

Interview analysis gave rise to a set of six distinguishable meanings that operate as definitions of innovation. These six meanings highlight the range of meanings the term innovation carries within small business work-learning contexts and the need of those who promote and encourage innovation to be mindful of these various usages.

The findings reported emerge from a small sample and are only one aspect of the overall project. Further larger scale research is needed.

The term innovation should not be considered commonly understood and accepted by those who promote it and within workplaces and organisational practice. Clear, accurate and specific work context consideration of the term is needed.

The project reports the voices and understandings of those whose work and learning are foundational to the emergence and enactment of innovation in work. These voices are all too often seldom heard and heeded. The six meanings they articulate for innovation contrast markedly with typical innovation research literature.

Much justification for third sector involvement in education advances from the notion that attributes from business and non-profit fields could benefit state-run public schools. The purpose of this paper is to explore this issue by examining theoretical underpinnings and expectations for third sector participation in public education systems, particularly with respect to educational innovations and improvements, and the structural opportunities, incentives, and impediments for such innovation.

The question is how third sector participation shapes the rate, nature, and types of innovations in education as schools interact in response to competitive pressures. This conceptual analysis of the third sector examines the political-economic features and structures of the sector in fostering innovation, with reference to the US sector that was specifically positioned to enhance the innovative capacity of publicly funded education.

The analysis indicates that educational innovations are not necessarily more prevalent in or because of the third sector, and that there are obstacles to their creation and diffusion. Moreover, schools often respond to competitive incentives in ways unanticipated by policymakers, such as school marketing rather than instructional improvement, sometimes in ways detrimental to goals set out for public education, such as social sorting. In fact, instead of the third sector simply developing or incentivizing innovations, there is evidence that this sector has adopted innovations developed in the state sector.

The analysis suggests that a third sector based more on a professional, as opposed to a competitive, model may better facilitate the development of innovative capacity in education.