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Based on dual organizational theory, the purpose of this paper is to examine the relationship between transformational leadership and innovative behavior in groups. The authors proposed that group innovative behavior was influenced by transformational leadership as a group-level construct which was moderated by dual organizational change that represent organization-level resources. Furthermore, the authors identified two organizational change-related situational variables-radical change and incremental change and examined their effects on group innovative behavior.

The authors collected data from full-time employees working in groups in 43 companies, located in five cities in China including Beijing, Yantai, Chengdu, Xi’an, and Chengde. These enterprises were from a wide range of industries, including manufacturing, financing, information technology, and geological exploration. The authors chose a middle- or senior-level manager from each company to act as chief survey respondent, who were asked to contact managers and employees from a list they had provided and invite them to participate in a web-based survey (via an e-mailed link) or a paper-and-pencil survey. A total of 192 managers and 756 direct subordinates from 112 groups completed the survey.

Results found that transformational leadership was positively related to group innovative behavior, and this relationship was moderated by radical change, but not incremental change; radical change and incremental change were also positively related to group innovative behavior.

This study adopts a cross-sectional study design, which is insufficient for deriving causal inferences. Future research may adopt a longitudinal study design to investigate causal impacts. Besides, some unmeasured variables could be related to transformational leadership and innovative behavior.

The paper includes implications for adopting appropriate leadership style to motivate innovative behavior, promoting dual organizational change to boost innovative behavior, and generating greater innovative behavior for transformational leaders in times of radical change.

This cross-level study contributes to the relationship between transformational leadership and group innovative behavior in the context of dual organizational change.

This paper aims to provide more knowledge on antecedent conditions of organizational capacity for change by examining the mediating role of employee trust in relationship between transformational leadership (TL) and two components of organizational change capacity (OCC) (innovative culture and capable champions) in Chinese firms.

Survey data were collected from 269 participants at 65 Chinese firms. Structural equation modeling was used to test hypotheses in the proposed research model.

The research findings indicate that within the Chinese context, TL and two dimensions of employee trust in leadership (cognition-based trust and affect-based trust) are positively related to innovative culture and capable champions. Moreover, the two dimensions of employee trust act as the mediating roles between TL and components of OCC.

The results and benchmarks in this paper are appropriate for a particular context of Chinese firms. Future research should examine other contexts to provide a clearer picture of the relationship between the constructs.

The study highlights the importance of practicing TL style to build employee trust in leadership aimed at fostering innovative culture and capable champions.

The paper has provided theoretical and managerial initiatives in the field of organizational behavior and change management that can clarify the relationship between TL, employee trust and OCC. These initiatives might help firms to identify a right pathway for promoting OCC and adapting more quickly and effectively to the change of business environment.

This paper draws upon the Schumpeterian statement that effective change only comes from within. The purpose of this paper is to investigate whether this notion can be applied to personal life and practices displayed by certain individuals wishing to innovate themselves by recombining given personal resources with the purpose of establishing a new person enterprise.

The approach used in this article is to conceptually propose and argue a reading of entrepreneurship as the agency of an innovative subject, embedded in a Foucauldian technology of the self based on self‐care and self‐knowledge.

The analysis leads to the finding that the individual who challenges (or resists) destiny, or a given personal order, and manages to establish a new personal order, is entrepreneurial in so far as s/he changes the way of doing things, or a static way of living.

The paper suggests theoretical implications for further research. The use of Schumpeter to analyse personal practices as a form of entrepreneurship reinforces the notion of entrepreneurship beyond the business context and opens up research possibilities in a variety of fields and ways, for example, research capable of linking ethics and entrepreneurship, self‐reflexivity and entrepreneurship, and subjectivity and entrepreneurship.

The article is original in that it bids to extend the theory of entrepreneurship to perspectives that are clearly embedded in personal life for the sake of self‐development. Its value is that it allows for a transcending of both the economic and social notions of entrepreneurship, enabling us to outline a third dimension to the literature, which we call a person enterprise.

This study aims to compare alternative search behaviors managers enact with regard to firm aspirations.

The behavioral theory of the firm predicts that poor performance relative to aspiration levels leads to search for ways to raise performance over aspirations. Most researchers have assumed search leads to risk‐taking or innovation. However, firms might search for ways to raise performance without incurring additional risk, such as reducing expenses. This paper compares the two models of search using data on research and development (R&D) spending.

The results generally support the cost cutting argument; R&D spending increases monotonically with performance relative to social aspirations.

These results suggest researchers need to consider searches that emphasize cost reduction, as well as searches that emphasize innovation.

Overall, this paper extends behavioral work on risk‐taking and R&D to provide a more complex view of the interactions between kinds of aspiration levels and both innovation and search behavior.

This paper examines innovation implementation in the public sector. The purpose of this paper is to analyse the “black box” of implementation of innovations and then answer questions of hindrances and opportunities when it comes to implementing innovative ideas in the public sector.

The specific context in this case is a city organization that received funding from the Delegation for Sustainable Cities to put six innovative ideas into practice in a city district. The data collection methods consisted of interviews and observations of meetings where the implementation phase was discussed.

The findings imply that innovative ideas that seemed best on paper often proved to be difficult to implement. The possibility of funding, for example, provided a reason to think “outside the box”, but the system for presenting the ideas in order to obtain the funding was time consuming. The resulting delay meant that, by the time the applications were evaluated, the submitted ideas were no longer necessarily the best available. The findings also imply that one important role of public organizations in implementing innovations is to facilitate the response by its users, here the inhabitants.

When discussing innovations and implementation the time aspects is a limitation, the future might imply other effects than the ones visible here.

Public sector managers possibilities of organizing to be more innovative can be discussed. From a management perspective focus might thus be on facilitate the implementation of the innovation, since the demand of the new solutions might be other than expected.

The users of public sector innovations, here the inhabitants, might demand other things that expected, which highlights the need of an ongoing dialogue between city managers and inhabitants.

The methodology of following projects in real time proved to be a unique approach for understanding the ”black box” of implementing innovative ideas. The existing paradoxes of managing public sector organizations are thus illustrated.

Sets out a three‐role model for training in the strategic change process: adaptive change, focusing on skills and knowledge; adoptive change, stressing attitudinal and behavioural change; and innovative change, using training as a bottom‐up initiator and shaper of change. Based on the author′s experience and illustrated by case‐study material, shows how the last role can be used to create additional “value‐added” in training interventions.

The purpose of part 3 of this paper is to demonstrate what are the individual's preferences in change management, where they are naturally located on both the creative thinking and change management continua, how they can improve their creative thinking skills and how organisations can improve profitability be adopting the appropriate change management paradigm.

The paper determines how the Practical or Concept preference for gathering and using information impacts on how we think creatively; summarises Dr Kirton's work on adaptive and innovative thinking; demonstrates how the two models are linked and where different preferences are located on the creative thinking and change management continua; considers how individuals with different profiles approach change management in an organisational context; introduces the change preference model and consider the implications on effective change management; considers how to overcome the limitations of individuals profiles on their ability to think creatively; and finally defines the prevailing change management paradigm and how a modification to the definition of change and the resulting paradigm will enable organisations to improve their management of change and, as a result, profitability.

The paper finds that individuals have more flexibility and ability in creative thinking and change management than they might currently perceive; whereas organisations can improve their management of change significantly be adopting the appropriate change management paradigm and using a whole‐brained or holistic approach.

The paper enables the reader to determine what their current approach to creative thinking and change management is, and how they and organisations can become more effective.

Previous research has identified and clarified the nature of innovative marketing in small and medium size enterprises (SMEs), providing a list of key constituent elements. While this list of innovative marketing variables goes some way towards explaining the nature of innovative marketing it does not aid the understanding of the relevance and inter‐relationship of these variables. The aim of this paper is to develop a theoretical framework to facilitate further exploration of the core elements of innovative marketing in SMEs.

A case study approach is adopted in order to facilitate the emergence of new theoretical relationships based on the understanding of the complex and dynamic nature of innovative marketing in SMEs. Eight case SMEs are recruited, two of the case SMEs from the service industry, three from manufacturing and three of the SMEs combined elements of both service and manufacturing.

The findings of the study illustrate the component parts of innovative marketing and the inter‐relationships between those parts in accordance with their role in innovative marketing and practices in SMEs. In order to categorise SME innovative marketing constructs, the conceptual framework transformation, assimilation, prediction and exceptionality (TAPE) is developed from relevant literature. This helps to encapsulate and explore elements of SME innovative marketing. Based on this study, the TAPE framework can more appropriately be changed to transformation, assimilation and prediction (TAP), to reflect the finding that exceptionality is inconclusive in terms of its relevance to innovative marketing in SMEs. The exclusion of exceptionality from the framework is a surprising insight emanating from the research as it contradicts previous studies. Traditionally, these elements will have been considered to be the core of innovative marketing. The conclusion here is that exceptionality be treated with caution in relation to SMEs.

This paper presents a theoretical framework TAPE to re‐conceptualise elements of innovative marketing. In light of the role each element plays in SME marketing activities and practices, this paper confirms the value of TAP but not exceptionality.

Artificial intelligence (AI) is one of the latest digital transformation (DT) technological trends the university library can use to provide library users with alternative educational services. AI can foster intelligent decisions for retrieving and sharing information for learning and research. However, extant literature confirms a low adoption rate by the university libraries in using AI to provide innovative alternative services, as this is missing in their strategic plan. The research develops (AI-LSICF) an artificial intelligence library services innovative conceptual framework to provide new insight into how AI technology can be used to deliver value-added innovative library services to achieve digital transformation. It will also encourage library and information professionals to adopt AI to complement effective service delivery.

This study adopts a qualitative content analysis to investigate extant literature on how AI adoption fosters innovative services in various organisations. The study also used content analysis to generate possible solutions to aid AI service innovation and delivery in university libraries.

This study uses its findings to develop an Artificial Intelligence Library Services Innovative Conceptual Framework (AI-LSICF) by integrating AI applications and functions into the digital transformation framework elements and discussed using a service innovation framework.

In research, AI-LSICF helps increase an understanding of AI by presenting new insights into how the university library can leverage technology to actualise innovation in service provision to foster DT. This trail will be valuable to scholars and academics interested in addressing the application pathways of AI library service innovation, which is still under-explored in digital transformation.

In practice, AI-LSICF could reform the information industry from its traditional brands into a more applied and resolutely customer-driven organisation. This reformation will awaken awareness of how librarians and information professionals can leverage technology to catch up with digital transformation in this age of the fourth industrial revolution.

The enlightenment of AI-LSICF will motivate library professionals to take advantage of AI's potential to enhance their current business model and achieve a unique competitive advantage within their community.

AI-LSICF development serves as a revelation, motivating university libraries and information professionals to consider AI in their strategic plan to enable technology to support university education. This act will enable alternative service delivery in the face of unforeseen circumstances like technological disruption and the present global COVID-19 pandemic that requires non-physical interaction.

Knowledge management has historically been approached in private firms as a key factor for business management. However, this is not the case for government institutions. The existing literature on the transfer of knowledge appears as a topic little addressed in government and even to a lesser degree within the police forces. This study aims to evaluate the relationship between motivation, knowledge absorption, knowledge transfer and innovative behavior in a public organization such as the Puerto Rico Police.

This quantitative research using the survey technique had the participation of 300 police officers from the 13 police regions of Puerto Rico and the research model was analyzed through partial least squares structural equation modeling.

The results contribute to the growth of the currently limited literature at identifies how motivation, knowledge absorption, knowledge transfer and institutional support influence innovative behavior.

The study discusses a series of implications on less explore the issue in how the transfer of knowledge becomes a key force to produce change and the success of all reforms. Various implications for the success of public administration in bringing a change from a bureaucratic culture to an advanced one are also discussed.