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This chapter builds upon two case studies, in Flensburg (Germany) and Essunga (Sweden), within the European Agency for Special Needs and Inclusive Education project Organisation of Provision to Support Inclusive Education (OoP). The cases highlight general policy issues and challenges relating to inclusion in Europe and, more specifically, the complex question of how to change school culture and structures in order to increase the inclusive capability of schools, thereby raising the achievement of all learners. The cases illustrate the need for co-ordinated changes both at municipal-political and administrative level and at school level. The findings also highlight the importance of what Kim and Mauborgne (Kim, W. C., & Mauborgne, R. (2003). Tipping point leadership. Harvard Business Review, April, 61–69.) termed ‘tipping-point leadership’ in a study on positive transformation of the New York Police Department’s culture and structures during the mid-1990s. In Flensburg and Essunga, the leaders at different levels co-operated in an extraordinary situation and created a common crisis awareness among the staff, an understanding of the necessity to change, and ways to support the professional organisation to develop a new, more inclusive thought-action style with greater influence on learner achievement.

Although the number of studies that investigate supply chain sustainability learning has increased, little is known about the way sub-suppliers build knowledge and learn sustainability practices. Thus, moving beyond merely investigating the accumulation of knowledge, this research explores sub-suppliers’ knowing that supports the learning of sustainability practices in a multi-tiered food supply chain.

In the conduct of this interpretive research in South Brazil, two ethnographies were completed during 74 days of observations to understand similarities and differences between certified and non-certified sub-suppliers with respect to sustainability practices. As part of our research conducted in the context of poultry production, secondary data and data gathered through semi-structured interviews with representatives of the buyer and first-tier supplier firms were used to provide a better comprehension of the multi-tiered supply chain context. Then, we executed an interpretive textual analysis.

Our investigation explored six vignettes to reveal ways of learning sustainability practices in terms of waste management, biosecurity and animal welfare. Although the buyer firm requested these practices, we noted that the first-tier supplier was responsible for translating the practices to sub-suppliers. Moreover, we found that sustainability learning was shaped by the sub-supplier context embodied in knowledge through knowing. The ways of learning were related to sharing knowledge between experts and novices with the support of material practices; however, knowledge was also gained by unlearning some knowledge shared by the supplier. Sustainability practice learning, thus, was performed in a space of learning via knowledge creation among practitioners.

Recognising how sustainability learning happens in a multi-tiered supply chain context can help managers to develop plans to implement sustainability practices that will broaden their sustainability knowledge.

Unlike previous studies on supply chain sustainability learning, we reveal ways that sustainability practices emerge from knowledge that results from sub-suppliers’ knowing. We also explain how unlearning can consciously occur in several situations of sustainability learning.

The creators of the “lean” approach share their extensive experience, highlighting how organizations can reap the benefits of Toyota’s approach.

Based on the authors expertise and 30 plus years of experience developing and implementing the “lean” approach.

A shift is required in leaders, away from a chain of command to a chain of help. Type IV learning is required where everyone, including the “leaders”, explores, learns, and figures out, experientially, one change at a time.

The paper provides a succinct summary of the need for a mind-set shift in leaders if they are to create a truly lean culture in their organization. They call for leaders to start a cognitive revolution, rather than look to “bolt on” lean to existing organizational practices.

Both high reliability theory (HRT) and “new school” supply chain resilience (SCR) promote a multi-layered, adaptable, transformational, and holistic perspective on organizing and managing. The authors explore whether, and if so how, HRT offer fresh perspectives on the SCR challenges experienced during COVID-19 and on organizing for future resilience.

Addressing SCR at the interorganizational network level, and blending theory synthesis and case study research, the authors assess if and how HRN constructs and practices can guide analysis of SCR in dynamic, complex networks, and help shape development pathways towards organizing for resilience. Findings draw on thick description and iterative coding of data (58 interviews and 200+ documents) on the buyer network responsible for managing the supply of critical medical products in the Netherlands.

HRT highlights the interconnectedness of challenges encountered during COVID-19 and helps design future resilience through three lessons. Organizing for SCR requires (1) both anticipation and containment strategies, (2) stable working relationships characterized by trust, and (3) a clear basis of command underpinned by experience-based legitimacy.

Distinctive from SCR, which views crises as “black swans”, HRT organizes around everyday consideration of the risk of failure. Taking a buyer network perspective, the authors move beyond the buyer-supplier network focus in SCR. The authors contend that emphasis on measures such as supplier base management, stockpiling, and domestic production are essential but not sufficient. Rather, HRT implies that deep structural and social ties within the buyer network should also be emphasized.

Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to deal with strategic tensions in their value ecosystem, moving beyond traditional outsourcing. This chapter addresses two research questions geared to the challenge of interorganizational shared services (ISS): why would organizations want to get and remain involved in ISS? And: what are the implications of ISS for (inter)organizational value creation?

The conceptual chapter reviews literature pertaining to ISS from public, commercial, and nongovernmental sectors. ISS is understood as a multistakeholder organizational innovation. In order to analyze ISS and conduct empirical research, we developed a taxonomy and research framework.

The chapter shows how ISS can be positioned in value chains, distinguishing vertical, horizontal, and hybrid ISS. It outlines ISS implications for developing business models, structures, and relationships. Success factors and barriers are presented that epitomize the dynamic interplay of organizational autonomy and interorganizational dependence.

The research framework offers conceptual ideas for theoretical and empirical work. Researchers involved in ISS studies may adopt strategic, strategic innovation, and organizational innovation perspectives.

ISS phases are distinguished to focus innovation management — initiation, enactment, and evaluation. Furthermore, insights are provided into processes and interventions aimed at making ISS a success for participating organizations.

Cross-sectoral perspective on ISS; taxonomy of ISS; research framework built on organization and strategic management literature.

As the technology evolves, the ways in which supply chain is coordinated improve. During a careful study on the intelligent wireless web (IWW) and its services for future applications, its great potentials for the implementation of a mobile real‐time system for supply chain coordination were realized. This paper seeks to introduce a development process for the IWW. In addition, it aims to explain the concept of mobile real‐time supply chain coordination, and propose and describe a practical model for this subject matter based on the most recent technologies including the IWW and agents.

Objectives were achieved through a thorough study on the IWW, agent technology, and the ways of applying them for mobile real‐time coordination in supply processes. As a method to conduct the research, first, the paper made out what the IWW services are and how one may develop them. Since mobile real‐time coordination is an absolutely innovative concept, the study prepared a comprehensive understanding of it and then, a practical framework was sketched and explained to implement the suggested system. The approach to this topic was a realistic one and an attempt was made to include all the prerequisites and details for the intended system.

In the course of the work, it was found that the IWW and other corresponding technologies have the greatest potentials ever available for the realization of a mobile real‐time supply chain coordination system and most of the chapters illustrate the claim.

Mobile real‐time coordination and its use in supply chains is something new. The development process for IWW proposed here is totally practicable and no other implementation scenario for the application of the IWW in mobile real‐time coordination has been suggested yet.

Understanding the factors that advance green innovation is crucial for firms to deal with the complexity of green innovation. In light of this, this study aims to explore the influence of supply chain knowledge, non-supply chain learning and corporate reputation on green innovation.

This study uses a quantitative research approach where data is gathered from managers of 208 small and medium enterprises in Ghana using survey questionnaires. The structural equation modeling is used to analyze the survey data.

The findings reveal supply chain knowledge relates positively with non-supply chain learning, corporate reputation and green innovation. Corporate reputation also impacts green innovation positively and provides partial mediation effect between supply chain knowledge and green innovation. Meanwhile, non-supply chain learning does not relate positively with green innovation as well as fails to mediate the impact of supply chain knowledge on green innovation.

This study contributes to knowledge in the mediating mechanisms of corporate reputation and non-supply chain learning between supply chain knowledge and green innovation. Through this, the authors propose a theoretical model to explain how firms can leverage supply chain knowledge, corporate reputation and non-supply chain learning to improve green innovation and can serve as the basis for further theoretical and empirical research in innovation and external sources of knowledge.

Inter‐firm knowledge sharing and learning constitute one of the main avenues to improve supply chains' performance in today's business environment. This paper aims to examine how effective different governance mechanisms are in promoting knowledge transfer, learning and performance in supply chains.

Following on from the literature in inter‐organizational learning, transaction costs economics, business‐to‐business relational marketing, and supply chain management, a model is presented and tested using structural equations modeling. Data were collected from 219 Colombian apparel manufacturers.

This paper finds that from more influential to less, social mechanisms of governance, hostages and behavioral control favor knowledge sharing, learning and performance in supply chains. Output control exerts a negative influence on learning in supply chains.

Governance has a key role in promoting transparency and learning in supply chains. Future research should analyze whether it impacts on the firms' learning intent.

Knowledge sharing and learning have a positive influence on the supply chain's performance. Results of the study suggest that the supply chain's competitiveness lies in the adequate governance of the interfirm relationships, i.e. by using trust, hostages and behavioral control to support knowledge exchange.

Compared with studies that limit their analysis to the impact of one specific type of governance mechanism, generally trust, the paper for the first time jointly examines the role of several types of governance on knowledge‐sharing in supply chains, on learning and on performance. This allows a comparison of the different mechanisms in terms of their safeguarding and coordination role.

Among world’s economies, the circular economy (CE) has become popular especially in the European Union and China, which opens several opportunities for sustainability leaders to gain a first-mover advantage and, consequently, to pursue organizational sustainability and growth. In spite of public policy support, since CE often requires entrepreneurial innovation among complex networks of companies, most companies are still learning how to manage knowledge dynamics at the inter-organization level. The chapter starts by defining the key characteristics of CE and identifying the peculiarities in terms of inter-firm cooperative and competitive relations, which help in delineating contributions from the green supply chain literature. The second section shows – through the discussion of term maps – how multiple- and inter-disciplinary streams of research are increasingly linked by hard (i.e., information communication technologies based) and soft (i.e., relational and organizational) aspects of knowledge management. The third section provides a discussion on key hard and soft factors that characterize four knowledge dynamics, i.e., knowledge creation, knowledge storage, knowledge transfer, and knowledge sharing that can improve the adoption and integration of circular processes within inter-organizational coopetitive strategies. Particular attention is here given to the cross-analysis of outcomes from theoretical papers, case studies, and quantitative empirical researches that contribute to shaping relations between internal and external factors that might play as predictors of a successful implementation of CE principles. Finally, the last section concludes with recommendations for improving organizational and managerial capabilities to manage inter-firm knowledge dynamics while pursuing CE objectives in international business environments. Beside this guidance for practitioners, directions for further research are suggested for each pillar of the emerging conceptual model.