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This chapter argues that substantial potential exists for service encounter-based innovation in tourism. However, there are also a number of obstacles. Based on theoretical discussions on potentials and obstacles, a Knowledge Chain Model of service encounter-based innovation in tourism is developed. It suggests how weak or broken knowledge chains limit companies’ potential for benefiting from service encounter-based innovation. The relevance of the model is illustrated by a comparative case study of four tourism companies. In light of the theoretical frameworks and empirical findings, the chapter suggests how experimental methods can join research and practice to enhance the innovative potential of tourism companies while providing the research community with valuable knowledge.

In this chapter, we approach and examine the issue of innovation as applied to family and small and medium-sized enterprises (SMEs) in Cyprus, using, for research purposes, a structured questionnaire addressed to the particular type of business through mapping and grouping of the sample. The analysis concerns the periods 2015–2017, which are interesting due to the economic conditions that prevailed in the market in general. In this chapter, innovation is analyzed at both the policy level of the European Union and the institutional level. In particular, we examine the institutional dimensions of innovation in SMEs in Cyprus, such as, for example, the issue of financing, as well as the barriers often encountered by the companies in implementing innovative products, services or solutions. The chapter ends with interesting conclusions and an attempt to discuss future research extensions in the field of the institutional analysis of innovation.

This chapter focuses on clarifying the cooperation and convergence between tourism and audiovisual (AV) sectors in Hamburg and Riga. In light of increasingly easier and more accessible travel, the tourism sector is a growing trend in most countries and regions. To what extent does this affect cooperation with the AV sector? The chapter gives an overview of different types of cooperation in these regions and brings out the main obstacles for innovation. When describing the innovation systems, focus is put on institutional frameworks in these two regions. We end by arguing that raising the demand for innovation in the tourism sector is a real challenge and demonstrating that the public sector plays an important role in driving the cross-innovation processes between the observed sectors.

Grounded in the principles of constructivist leadership, the Master Teacher Program at the University of North Carolina Wilmington began as a three-year initiative to highlight and strengthen the extraordinary work and leadership potential of teachers in a multi-district professional development system. Currently in its fifth year, the program has evolved to include an array of collaborative opportunities impacting not only our partnership teachers, but also college faculty, professional development school beginning teachers, and the students they serve. This chapter shares the experiences of program participants and a multitude of ways in which each has engaged in practices meant to enhance and promote teacher leadership in our partnership.

The literature on innovation/change predicts that entrepreneurial initiatives will be killed by the established organizational system. The general answer is to put innovations in separate units. This is not possible for corporate entrepreneurship initiatives, however. In this action research study, we focus on corporate entrepreneurship initiatives’ strategies for survival. We collected data by following 11 corporate entrepreneurship initiatives as they were pursued. We summarize their effort in three transformation mechanisms: aligning with purpose, creating trust, and creating attachment with autonomy. The data indicate that these factors not only contributed to the success of the initiatives but also to renewing the organizational system.

For an organization to be competitive, it needs to constantly innovate. For this to happen, you need the right combination of leaders, talented people, organizational characteristics, and culture. In the chapter, the authors included different perspectives of leadership and models of organizational culture. Both are relevant topics in the field of organizational behavior related to innovation as well as organizational effectiveness.

Since the end of the 1990s, the Algerian public authorities have implemented research and innovation policies in order to build a solid National Innovation System (NIS) and improve industrial and economic performance. Today, the NIS remains immature, which hinders the learning and innovation processes. Our objective here is to analyze under a broad vision the Algerian NIS by examining its various components, to evaluate the capacities of training and innovation, and to measure the production of the innovation and the economic performances. Our research question is the following: How could the Algerian public authorities build a solid NIS in order to improve economic performance? To answer this question, we use a research methodology that mobilizes three types of complementary indicators in order to analyze the processes of learning and innovation from a systemic and interactive perspective. We also use economic performance indicators in order to put the analysis into a broader perspective. At the end, we propose action policies in favor of the construction of a complete Algerian NIS to improve economic performance.

The debate that entrepreneurship is an engine of economic development has been a long-standing one. The higher the level of entrepreneurial activities, the higher the economic development. However, this literature is contradictory or elusive in Sub-Saharan Africa. Entrepreneurial activities are high in Africa, but economic development is not. Using Global Entrepreneurship Monitor (GEM, 2017) data, the chapter discusses some of the contradictory factors. Further data were collected from 60 businesses, 20 each from Cameroon, Nigeria and Uganda for more clarification in 2019. The results show that the economic development is solely measured in economic terms. Entrepreneurship in Africa operates in an embedded context quite different from that of developed nations. Africans are often only making do with the environment in which they find themselves; thus, entrepreneurship in Africa should not be seen as unproductive considering the context and motives of the entrepreneurs.