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An exploratory study was undertaken to examine the implementation of strategy instruction in persuasive writing with a class of 10 adolescent students with severe emotional/behavioral disabilities (EBD). Several learner characteristics were observed to interact with curriculum and instructional variables. Modifications were made, on an ongoing basis, to respond to these student characteristics. After approximately four months of instruction, findings indicated that all students had mastered the components of effective persuasive essay writing, and performed competently on criterion writing measures, greatly different from performance at the beginning of instruction. Although the design of this investigation does not allow for definitive causal explanations, insights were gained regarding the interaction between EBD characteristics and strategy instruction. Implications for further research are discussed.

This chapter explores the extent to which an innovator is able to capture innovation rents. After examining the two main drivers of such rents, the strength of the appropriability regime and the ownership of specialized complementary assets, the chapter examines how their interaction is so critical in affecting imitation, commercialization options, and firm performance. After reviewing the underlying conceptual framework and empirical evidence, and using a perspective that cuts across both time and industries, the authors then discuss the implications of innovation profits for the resources to be devoted to the discovery of new or improved product and processes.

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.