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This article draws attention to the how of logistics management or logistics as part of the learning organization. The logistics discipline has advanced over the years, but these advances have been mainly on the what side, what could be done rather than how it is done. In a world of increasing opportunities, the restraining factor is increasingly how. New product and market strategies depend upon supply chain redesign to be effective. Components and production skills can be purchased, as can transportation. But implementing new systems designs in an increasingly turbulent and complex world requires unprecedented skills of change management.

Based on a leading‐edge technique analysis the diffusion of industrial robots in Sweden during the 70's and a forecast for the 80's is described. The actual use of robots and NC‐machines in small‐batch manufacturing and barriers as well as policies for promoting a wide diffusion of robots are discussed.

The purpose of this paper is to compare the implementation of 12 different organisation and management innovations (OMIs) in Swedish healthcare, to discover the generic and specific factors important for successful healthcare improvement change in a public health system.

Longitudinal cross‐case comparison of 12 case studies was employed, where each case study used a common framework for collecting data about the process of change, the content of the change, the context, and the intermediate and final outcomes.

Clinical leaders played a more important part in the development of these successful service innovations than managers. Strategies for and patterns of change implementation were found to differ according to the type of innovation. Internal organisational context factors played a significant role in the development of nearly all, but external factors did not. “Developmental evolution” better described the change process than “implementation”.

The 12 cases were all of relatively successful change processes: some unsuccessful examples would have provided additional testing of the hypotheses about what would predict successful innovation which were used in the case comparison. The cross‐case comparative hypothesis testing method allows systematic comparison if the case data are collected using similar frameworks, but this approach to management research requires considerable resources and coordination.

Management innovations that improve patient care can be carried out successfully by senior clinicians, under certain circumstances. A systematic approach is important both for developing and adapting an innovation to a changing situation. A significant amount of time was required for all involved, which could be reduced by “fast‐tracking” approval for some types of change.

This is the first empirical report comparing longitudinal and contextualised findings from a number of case studies of different organisational and management healthcare innovations. The findings made possible explanations for success factors and useful practical recommendations for conditions needed to nurture such innovation in public healthcare.

The purpose of this paper is to explain how different emergency services adopt and adapt the same hospital-wide lean-inspired intervention and how this is reflected in hospital process performance data.

A multiple case study based on a realistic evaluation approach to identify mechanisms for how lean impacts process performance and services’ capability to learn and continually improve. Four years of process performance data were collected from seven emergency services at a Swedish University Hospital: ear, nose and throat (ENT) (two), pediatrics (two), gynecology, internal medicine, and surgery. Performance patterns were linked with qualitative data collected through realist interviews.

The complexity of the care process influenced how improvement in access to care was achieved. For less complex care processes (ENT and gynecology), large and sustained improvement was mainly the result of a better match between capacity and demand. For medicine, surgery, and pediatrics, which exhibit greater care process complexity, sustainable, or continual improvement were constrained because the changes implemented were insufficient in addressing the higher degree of complexity.

The variation in process performance and sustainability of results indicate that lean efforts should be carefully adapted to the complexity of the care process and to the educational commitment of healthcare organizations. Ultimately, the ability to adapt lean to a particular context of application depends on the development of routines that effectively support learning from daily practices.

The purpose of this paper is to draw on the literature debating research policy, research and the role of researchers, in discussing a single researcher's (Jan‐Erik Gröjer's) research during the 1980s and 1990s.

Jan‐Erik Gröjer's publications during the period are compared with different research modes 1 and 2, communalism, universalism, disinterestedness, originality and scepticism and PLACE within this polarized world, i.e. between demands from different research ideologies universities as well as individual researchers perform their research.

This paper can be read as both a contribution to the debate about the researcher's role and as a tribute to a friend who was able to investigate and practise different roles: normative and critical, theoretical and applied and provocative and humble, to name a few.

Further case studies of single researchers could serve as a valuable input to the discussion of different research ideologies.

The paper could be used in, e.g., doctoral student education when discussing the researcher's role but also when discussing the role of university research in general.

The used research modes have not before been analyzed using a single researcher as a case. It could be useful for individual researchers as well as in discussions about management of universities.

Both technological and human-centric perspectives need to be acknowledged when combining lean production practices and Industry 4.0 (I4.0) technologies. This study aims to explore and explain how lean production practices and I4.0 technologies may coexist to enhance the human-centric perspective of manufacturing operations in the era of Industry 5.0 (I5.0).

The research approach is an explorative and longitudinal case study. The qualitative data collection encompasses respondents from different job functions and organizational levels to cover the entire organization. In total, 18 interviews with 19 interviewees and five focus groups with a total of 25 participants are included.

Identified challenges bring forth that manufacturing organizations must have the ability to see beyond lean production philosophy and I4.0 to meet the demand for a human-centric perspective in socially sustainable manufacturing in the era of Industry 5.0.

The study suggests that while lean production practices and I4.0 practices may be considered separately, they need to be integrated as complementary approaches. This underscores the complexity of managing simultaneous organizational changes and new digital initiatives.

The research presented illuminates the elusive phenomena comprising the combined aspects of a human-centric perspective, specifically bringing forth implications for the co-existence of lean production practices and I4.0 technologies, in the transformation towards I5.0.

The study contributes to new avenues of research within the field of socially sustainable manufacturing. The study provides an in-depth analysis of the human-centric perspective when transforming organizations towards Industry 5.0.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.

This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for industrial digitalization could be understood through managers' perceptions of digital technology applications. This study complements earlier research focused on industry outcomes by addressing technological frames to understand how strategizing organizational capabilities within industrial digitalization may provide insight into socio-cognitive aspects which may affect technology-induced organizational change.

The single case study uses 14 in-depth interviews collected over two years (October 2020 to February 2022). The study follows an interpretative research design exploring managers' perceptions of industrial digitalization through a digitalization project.

The case study contributes to research by emphasizing socio-cognitive aspects through technological frames exploring how and why managers' perceptions of industrial digitalization affect strategizing organizational capabilities. The study contributes to practice by bringing attention to the disparate views of industrial digitalization. By illustrating how socio-cognitive aspects shape organizational capabilities, this study offers managers valuable insight into the relationship between an organization's capabilities, the individual and the shared structures affecting a digitalization project.

The case study is limited to Swedish manufacturing industries and is not aiming to be transferred or generalized to other industrial contexts or countries.

This study recognizes that strategizing organizational capabilities depends on managers' ability to illuminate the socio-cognitive aspects. Hence, the study contributes to practice by bringing attention to the disparate views among managers on the enhancement efforts made using digital technologies.