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Gives results of a survey on the application of the just‐in‐time (JIT) approach in Italy, based on a sample of 173 industrial companies. The methodological framework used to evaluate JIT application was described in a previous article (International Journal of Operations & Production Management, Vol. 9 No. 8, 1989). Interest in JIT is wide and is growing. The evidence shows the compatibility and complementarity of JIT with different classes of innovation; the need for an integrative approach emerges. Pull‐controlled flow, supply quality certification, preventive maintenance, job enlargement/enrichment and product modularization emerge as the core features of JIT, even though most are widely adopted in JIT implementation. In terms of operating conditions, the most significant improvements obtained by those who adopt JIT are: a speed‐up in production flow and synchronization between production and market and between the different productive and logistic phases. Consequently, major benefits in production system performance are achieved in terms of mix flexibility, working‐capital productivity and productivity of both direct and clerical labour. Success in JIT adoption seem not to be related to certain exogenous factors, such as company size and type and the nationality of ownership. As the strategic profile of a firm also seems irrelevant to the aims of JIT adoption JIT confirms itself as an instrument suitable for different application contexts and diverse strategic objectives.

Provides a case study of the Harley Davidson Motor Co. Gives a brief history of the position of the company before outlining the turnaround by the new owners. Cites three practices which led to this improvement – employee innovation, just in time inventory and statistical operator controls. Highlights two‐way communication, management involvement and a culture that is not afraid to fail. Promotes a new relationship with unions and lists nine “musts” for employee involvement.

This paper aims to investigate the phenomenology behind how an idea stock market created employee engagement of 80 per cent+ within the largest telecom company in Portugal. More importantly, this case study investigates the results created using this system, and whether the “investment/betting” process yielded successful and replicable results.

This critical review took the form of an exploratory-grounded theory study. Initial conversations led to creation of questionnaires regarding the internal workings of Sonaecom’s idea market, implementation methods, incentive structures, necessary cultural adjustments, system outcomes and topics related to idea screening, types of users, herd behavior, idea storage, diffusion, implementation and perceptions of the idea market and its success.

The idea market produced engagement outcomes nearly twice that of standard industry engagement methodologies and showed promise for increasing corporate innovation outcomes.

This study was limited to a single idea market within one company. As such, the conclusions from the study are limited in their generalizability to other companies implementing idea markets.

Because the challenges faced by Sonaecom are the same challenges faced by any company implementing an idea market, the findings from the study have important practical implications for any organization implementing an idea market.

There are behavioral, psychological and leadership implications for organizations implementing an idea market.

Based on a thorough literature review, no other study has been made of Sonaecom’s Idea Market system, nor has a study of this depth and breadth been completed with any idea market system. The findings of the study have broad implications for any organization seeking to implement an idea management system.

Taking successful cooperation in industry as its starting point, this article looks at the key areas where, if the agreed objective of strengthening international competitivness is to be achieved, cooperation among those involved in tourism will be of the greatest importance. Switzerland is about to implent a federal government decree aimed at promoting innovation and cooperation in tourism for this very purpose. It offers financial incentives for innovative projects designed to improve cooperation in Swiss tourism.

Contracting practice and theory is based upon a legal framework which impedes the attainment of value, defined as quality and cost containment. The manufacture of complex, highly technical infrastructure is especially impeded. Constraints of the legal framework are being overcome through innovative infrastructure contracting practices which maintain competitiveness and accountability, and simultaneously foster collaboration among the participants. Some of these innovations are discussed along with five projects which utilized one or more of them. A management framework for contracting based on a competitive/collaborative model is offered which emphasizes value, cooperation, long-term relationships, accountability and stewardship.

Competition is viewed as an archetype. Global competition is examined as a closed or narrow version of the archetype, part of a language game that justifies the often ruthless strategies of organizations. More open narratives of competition are discussed. The paper examines the response of individuals to archetypes, the implications for work, and reflects on the foundations of the myth of global competition and the implications for modern business strategy.

Economic sanctions imposed by the EU and United States on Russia have brought significant changes into Russian foreign economic policy, in particular leading to deepening cooperation with Asian countries and China in particular. The present contribution aims to shed light on the influence of sanctions on Russian multinational enterprises (MNEs) internationalization toward China using the example of energy and information and communication technology (ICT) industries.

The chapter builds on case study analysis. The choice of sectors allows us to highlight the recent strategic trends in the internationalization of oil and gas industry, dominated by state-owned multinationals, and in ICT by privately owned companies.

Our results provide empirical data for understanding the influence of sanctions on MNEs from the country being under the sanctions. In the case of Russian oil and gas industry and ICTs, research indicates that the shift toward China was not initiated primarily by the sanctions. In both cases, expansion to Asian markets was correlated with business interests in the Chinese market. However, changes in geopolitical and macroeconomic business environment accelerated Russian MNE’s pivot to China, for the purposes of attracting capital and reaching new markets in context of deteriorating relations with western partners. The cases demonstrate a moderating role of the industry in the context of sanctions, helping compensate for the slowdown of economic relations with traditional partners.

The novelty of the chapter is to delineate the consequences of sanctions on MNEs from the country being under sanctions. In this way, it illustrates the role of geopolitical environment in intensifying internationalization of Russian MNEs toward China.

The purpose of this paper is to provide a concrete integrated roadmap structure and a supporting tool for efficient roadmapping, to enhance interdisciplinary research on product‐service.

The paper first clarifies definitions based on literature review. Next, the integrated roadmap structure is designed by overcoming limitations of the existing product‐service roadmaps. Lastly, a modified quality function deployment technique is developed to be used as a means for the integration process and applied to the mobile communications industry for the case study.

The suggested roadmap and roadmapping process have potential advantages that can help strategic planning and management of product‐service.

There are issues related to complexity of the suggested technique and completeness of the case study.

The suggested approach stimulates communication and knowledge sharing between manufacturers and service providers, providing a useful guidance to picture the long‐term future from the same perspective.

The paper provides a holistic approach on the development of the product‐service sets, which is characterized by many challenges and uncertainties.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

We live in the Age of Knowledge, which is impelling us towards the Age of Imagination. The technological wave rises and with it rises a wave of change that will affect both the economy and society. When these two waves will reach the coast where knowledge meets ignorance, and how to ride them, are questions that require us to imagine the future. We must, therefore, embark on the vessel of imagination, leaving behind us the baggage of what we know and understand. Imagination is not just the springboard for ideas; it also acts to connect ideas in different ways that may blossom in the garden of an entrepreneurial renaissance. Symbols, metaphors and concepts that belong to our tacit knowledge come to light in our memory. It is from here that the imagination draws its lifeblood, broadening our horizons, inducing us to interact with others who may be the bearers of other cultures. Are we ready to engage in an imaginative learning process to join business with innovation and art? Are we prepared to design a wide-open white space where the actors of entrepreneurship, innovation and art can generate a constructive tension that will sweep away what appears to be mutual antagonism or incompatibility?