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This article reports on the findings of the Best Innovator competition, which was launched in Germany in 2003, to identify and communicate the best practices of innovation management of the country’s businesses. After ten years of research, the contest has not only been expanded to identify the most innovative companies in much of the developed world but also to document the success of their best practices over time.

This article details five tested sets of best practices.

A major research finding is the strong correlation between superior innovation management capabilities and sustainable, profitable growth. Another finding was that, given the mix of industries, the diversity of businesses and the range of sizes in the Best Innovator club, it is striking that there is no correlation between R&D budget and innovation.

Best Innovators first develop and then manage their innovation portfolios. All of them pursue clarity on a fundamental question: what do we want our innovation strategy to do for us?

The researchers found that to get their innovation strategies right, Best Innovators invest upfront in understanding market, technology and service dynamics. They are investing time more than money. Leaders can learn how Best Innovators address innovation management “from the market to the market” and manipulate five areas to improve their innovation performance and propel sustainable and profitable growth.

The authors have collected key insights from the Best Innovator competition, launched in 2003. Six early-stage practices are critical.

The Best Innovator competition, annual benchmarking against the best in innovation management, focuses on the how-to of innovation and examines what leading companies are doing to achieve better yield with their innovation strategies.

By studying the competition winners, the researchers found a strong correlation between specific innovation management practices and sustainable, profitable growth.

Best Innovators establish explicit expectations for making the business case for innovation. They name a specific set of deliverables to which they are committed.

The article offers specific guidelines for setting the stage for continuous innovation that results in profitable offerings and services.

This study examines the selection criteria, country preference and people which influence Taiwanese male office workers' business apparel purchases in Taiwan. A partial model by Engel, Blackwell and Miniard (EBM) was used as the framework to indicate that the culture factor directly affects consumers' decision‐making process of purchase behaviour. A total of 232 questionnaires from male consumers in Taipei, Taiwan, were used for data analyses. Selection criteria, country preference and influential people were analysed by demographic variables including age, marital status, education, occupation, and yearly expenditure for business apparel purchase. Overall, the respondents ranked the selection criteria in order of descending importance as: fit, colour, price, style, quality, brand name, ease of care, fibre content and country. The order of country preference was rated first to last as: Taiwanese, Italian, US, French, British, Japanese, Hong Kong, German and Canadian. Individuals who influenced purchases were ranked as: my own opinion, wife or girlfriend, female friend, family member or other relative, male friend and salesperson. This research suggests that if foreign companies want to market to Taiwanese male consumers, they must develop appropriate strategies that help to change the domestic bias of the older males, or choose to appeal to younger males in hopes of developing long‐term brand loyalty. Additionally, the price strategies should be adjusted to be more competitive in Taiwan's marketplace. Meanwhile, fit and colour of apparel products may also need to be altered or modified in order to reach Taiwanese male consumers' demands.

The purpose of this paper is to examine Chinese police officers’ general support for police intervention into domestic violence, emphasizing adequate protection of the victims, and specific support for utilizing arrests to deal with the offenders.

This study relies on survey data collected from 1,064 police officers who worked in multiple areas in two provinces of China between June and July of 2019. OLS models were used to test whether organizational variables are significant predictors of officer attitudes toward domestic violence intervention.

Both agency endorsement and supervisory support are positively related to officers’ favorable attitudes toward police intervention into domestic violence and using arrests to handle offenders. The amount of training received from the agency on the recently promulgated Anti-Domestic Violence Law, however, has a negative influence on officer support for general intervention into domestic violence and no influence on officer attitudes toward arrests.

This study represents one of the first attempts to investigate the connections between organizational and managerial factors and Chinese officers’ support for both general and specific interventions into domestic violence. It contributes to the current literature that only included police cadets in the analysis of Chinese police attitudes toward domestic violence despite the fundamental differences between cadets and active-duty officers.