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By adopting a cognitive perspective, we examine ways in which knowledge creation processes within organizations effectively enhance organizational knowledge via the cognitive processes of organizational members. We identify two distinct yet complementary learning processes—informational and interactive—and argue that these processes contribute to the creation of organizational knowledge in different ways. We use cognitive mapping to examine changes in knowledge and use a research design involving pre‐test and post‐test of cognitive maps. Results suggest that organizational knowledge generally improves as organizations engage in the knowledge creation processes and that the effectiveness of such processes in creating knowledge depends on the context. The conceptual arguments and methods developed in this paper should encourage researchers to conduct additional empirical research and help managers change the mix of the informational and interactive learning processes for effective learning as their firm's competitive environment becomes more volatile.

The purpose of this paper is to explore the different concepts of innovation in the subsistence marketplace from top-down and bottom-up approaches. This study analyzes the literature on the theme and identified research gaps by constructing a framework based on approaches and innovation concepts, which can guide future research efforts. Additionally, this paper presents two case studies, which can improve the way innovation is developed and diffused in the subsistence marketplace.

Through a literature review, this study develops a framework by analyzing innovation concepts in the subsistence marketplace (i.e. base of the pyramid innovation, disruptive innovation, frugal innovation, reverse innovation and inclusive innovation) in light of subsistence marketplace approaches (top-down and bottom-up).

The analysis showed critical research gaps, especially a lack of studies involving disruptive and frugal innovations from a bottom-up approach. This paper also concludes that the top-down approach is more common than the bottom-up one. To fill these gaps, this study presents two business plans by illustrating disruptive innovation vs bottom-up approach and frugal innovation vs bottom-up approach.

The use of real business plans to illustrate proposals having an actual impact on subsistence marketplace regions sheds light on how to address these challenges. By doing so, this paper intends to fill the theoretical gap in disruptive and frugal innovations within a bottom-up approach to promote the development and diffusion of different types of innovation in the subsistence marketplace, and thus provide solutions to alleviate poverty.

Depression is a usual comorbidity in patients with Parkinson's disease. It has been known for more than 50 years that electroconvulsive treatment (ECT) has a positive effect on the muscular symptoms of Parkinson's disease. Many countries do not allow giving ECT for this indication. We have recently treated a resident patient in an acute psychiatric facility referred to the hospital with moderate depressive symptoms and strong suicidal ideation. Before and after a series of ECT he filled out the Beck Depression Inventory and the Antonovsky Sense of Coherence test. The scores before ECT were 20 and 2.69, respectively, and after 12 treatments 14 and 3.38. Both test results indicate improvement regarding level of depression and coping in life. The physiotherapists treating him observed that his rigidity was reduced and his gait improved. Muscular tonus was reduced and increased his tendency of falling as he had less tonus in muscles close to joints. Self help efficiency in daily tasks improved. He got cognitive impairment during and in the weeks after ECT. Electroconvulsive treatment should be offered to more patients with Parkinson disease and depression in order to lessen the burden of both depression and Parkinson symptoms.

The objective of this chapter is to introduce the new concept of outside-in-content, which facilitates a new perspective in the decoupling discourse. Based on the requirements for the contents of strategic communication, the concept of outside-in- and inside-out-content is introduced. The mechanisms of outside-in-content are explained using examples of practices from strategic communication management, such as sponsorship, corporate giving, celebrities and brand worlds. Next, the effects of outside-in-content are described. Lastly, in the context of the discourse on decoupling, the question of whether – or how – outside-in-content encourages talk–action inconsistency is answered. In inside-out-content, strategic communication looks within the organization for events, characteristics, services, persons and topics capable of attaining strategic communication targets. In the case of outside-in-content, the path is reversed: here, the selection process for strategic communication begins outside the organization and asks which existing or new events, persons or topics outside the organization are capable of attaining strategic communication goals and raising interest among the target group. Outside-in-content tends to be more reliable in attaining profile-raising and image goals. Outside-in-content encourages decoupling for three reasons: (1) like a lighthouse, it draws attention away from negative issues. (2) As neither-true-nor-false-content, it encourages noncommittal and arbitrary strategic communication. (3) If organizations no longer talk about themselves, or do so less frequently, talk and action can also no longer be examined using the standards of tight or loose coupling.

Manufacturers are in the midst of one of the most significant transformations in history. The kaleidoscopic nature of the global economy has created an environment of unprecedented hyper‐complexity and dynamic change. So much so that the rules of the competitive game are shifting faster than managers can react to them. Moreover, these dynamics bode continuous sea changes in work and sources of value‐added. Looking to past solutions for rationing resources and controlling costs is not an option. The drivers of change indicate one point: Successful manufacturers tomorrow will not look much like those of today.

THE Annual Meeting proper was preceded by the Honors Dinner at which several awards were given for distinguished achievements in aeronautics. The Daniel Guggenheim Medal itself was presented to Glenn L. Martin, an early aviation pioneer, whose Baltimore plant is turning out patrol bombers, the B‐26, an advanced medium bomber, and the Baltimore's medium bomber specially designed for British needs. Mr. Martin is the last survivor of the American aeroplane pioneers to head an aircraft manufacturing company bearing his own name. William J. Knudsen was among the distinguished guests. The guest of honour was Griffith Brewer, President of the Royal Aeronautical Society of Great Britain, who called for speedy help to Britain in its hour of need. If the enthusiastic greeting given to Mr. Brewer is any criterion, then it may be taken for granted that the aviation fraternity of the United States is heart and soul with the British stand.

This chapter offers an original conceptualization of co-mentoring – situated in the wider literature – together with evidence of its impact and factors facilitating impact across applications of co-mentoring in transnational schooling contexts. Co-mentoring is an alternative to more traditional, hierarchical, and unidirectional approaches to mentoring in education. Extending the extant literature on collaborative mentoring (or “comentoring”), co-mentoring is a collaborative, compassionate, and developmental relationship – informed by specific approaches to mentoring and coaching – that is intended to support participants' professional learning, development, effectiveness, and well-being, and potentially improve their workplace cultures. Detailing three different applications of co-mentoring across the United Kingdom and United States, the chapter evidences the realization of these intended outcomes (professional learning, etc.), and highlights factors found to be instrumental in facilitating the positive impacts of co-mentoring. We end with recommendations for undertaking research and practice that build human and organizational capacity through co-mentoring. A takeaway is that intentional approaches to co-mentoring can have value for participating parties and broader impact, as well as wide applicability.

Leadership Studies education is a highly personal endeavor shaped by the personal experiences and philosophies of leadership educators. However, when course design collaboration opportunities are presented, teaching approaches and curriculum prioritization may be at odds because of distinct personal narratives. This article frames disagreement over course design as an unexpected yet useful tool for facilitating individual and collective examination of leadership educators’ narratives and how they inform teaching and curriculum priorities. Drawing from standpoint theory and positionality, this work emphasizes that questions about how and what to teach in a leadership course are influenced by life experiences of leadership educators.