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The purpose of this paper is to investigate how an adequate mix of technological, organisational and managerial tools might support Open Innovation (OI) processes achieved by contests in the food sector.

The methodology of this paper is exploratory in nature. Data have been gathered about the 140 innovation contests launched by the best global food brands (2013 BusinessWeek/Interbrand Best Global Brands) over the last decade.

The research highlights the main changes that have occurred over the last decade, showing that the choice of platform type for contest launches is often neglected or considered as an ancillary element. Indeed, it is a choice that embeds another set of technological, organisational and managerial tools that strongly influence the collaborative behaviour (and the participation itself) of partners throughout the innovation process.

Companies investigated in this paper consist exclusively of top brands in the sector. Future research should strive to obtain larger samples, develop a set of fine-grained hypotheses, and test them by using appropriate statistical techniques.

This paper fills an inexplicable gap in academic literature due to the fact that food companies are those that mainly use contests in order to implement OI but they are scarcely researched regarding this issue.

The purpose of this paper is to put forward a model to map the evolution of a business Community of Practice (CoP) in terms of learning and knowledge management processes.

Empirical evidence is based on seven case studies and the analyses of three best practices from secondary sources. Two of those cases are analyzed longitudinally from inception, while the others are retrospective. Cases were chosen in order to cover different kinds of industries and, especially, to analyze sharing of different kinds of knowledge (from call‐centre operators to complex new products knowledge).

The article sheds light on the different evolutionary paths that business CoPs follow and the role of the dynamics of the organizational commitment and the people involvement. It was noticed that a high level of commitment from both the organization and its members is related to the effectiveness of the Community in supporting learning and knowledge management processes.

The case studies and best practice examples reported are all based on the experiences of Western companies – although some, if not all, may have global operations. It is possible that some of the conclusions (e.g, levels of organizational commitment and individual participation, evolutionary stages and drivers), may not be valid for Asian‐headquartered companies.

This article aims to develop actionable knowledge to support management in understanding how to manage a business CoP, in order to create value for both the organization and its members. The proposed model can be used for mapping the CoP evolution, while identifying the appropriate governance tools to cultivate, stimulate and drive the Community evolution.

In the model, the evolution of a Community has been assessed in terms of its vitality – i.e. its effectiveness in supporting knowledge management and learning. This vitality depends on the combination of the organization's commitment and members' involvement. Therefore, supporting a Community in its evolution means stimulating and maintaining the commitment (animation and promotions levers) of these two parties.

On‐shelf availability (OSA) has been a major cause of concern to UK grocery retailers over the last five years and the topic has been the focus of commissioned research reports by various trade associations. The purpose of this paper is to present a case study of how one major grocery retailer tackled the OSA issue that had been exacerbated by management focus on new technology and distribution facilities.

The purpose of the research was to determine if any relationship existed between OSA and store picking for home shoppers, OSA and promotions and OSA and store size. This paper discusses the academic and practitioner literature on OSA and out‐of‐stocks (OOS) and then presents a single company, in‐depth case study of one multiple grocery retailer. Primary research was undertaken with senior managers of the company but also at regional distribution centre (RDC) and store level to chart how new logistics strategies were implemented at an operational level in Scottish stores.

It was noted that the advent of home shopping has aggravated the “last 50 yards” and a company can experience acute OSA difficulties. Network changes involving a mixture of old and new systems create short‐term pressures and profitability shortfalls. The new high‐tech networks push products out to stores but overstocks occur in backrooms of stores and do not reach the shelves. Demand and supply may not synchronised.

Although there is primary empirical research related to the case study the major output is a framework presented for future investigation, thus there is no expansive empirical study in this paper.

With the exception of smaller stores where OSA remains a problem, the company has succeeded in improving OSA levels in the other areas.

This paper adds to our knowledge of OSA and OOS by investigating the flow of goods from the RDC to the store shelf and presenting various critical points in the process flow that have received scant attention from academics and practitioners.

The aim of this study is to explore the drivers of supply and demand for attention in the managerial context, and develop a framework of managerial tools for allocating attention to various competing demands.

Deliberative attention refers to the application of attention to prolonged reflection and consideration of problems where routine approaches are insufficient. Drawing on theories of cognitive and structural constraints to the allocation of attention among competing stimuli, the paper investigates how managers match the strategic demands for deliberative attention and the supply available to individuals in their firms. This is used to develop a model of factors influencing the matching of supply and demand.

The paper uses this model to recommend specific strategies for explicitly managing deliberative attention and to categorize the appropriate application of a range of existing strategic management tools based on the nature and inherent uncertainty of the organizational problem being faced.

The model suggests that a primary strategic task of top managers is the appropriate management of attention within the firm. Understanding attention as a firm resource to be appropriately and deliberately managed helps to advance theoretical understanding of the human side of valuable resources in the firm. Such knowledge may also help practitioners to be more cognizant of their investments of valuable attention resources.

This is one of the first studies to treat attention as a scarce and valuable firm resource to be managed, and to use this as the foundation for more appropriate application of a wide range of current management techniques.

On‐shelf availability (OSA) is a key challenge for all retailers. Items that are out‐of‐stock (OOS) result in customer dissatisfaction; thus OSA/OOS are important customer service issues. Customer reactions to OOS range from product substitution to seeking products elsewhere. There remains much to do to research factors and causes of OOS affecting OSA from a supply chain perspective in a non‐grocery retail context. This research note aims to report on an exploratory investigation of OSA/OOS of four non‐grocery, high street retailers.

This paper discusses the extant academic and practitioner OSA/OOS literature to develop research questions for the investigation, which was conducted through in‐depth, qualitative interviews. Although a large sample was solicited only four different retailers in the fast‐moving consumer good categories of general merchandise, electronics, books, and mobile phones agreed to participate.

Findings indicate that the four retailers are not as focused on OSA as grocery retailers and that there is lack of collaboration with suppliers. This may have a significant impact on revenues and profitability as extant studies show that 65 per cent of consumers will not purchase in a store if confronted with an OOS situation.

Because of the low response rate only general trends across and within these four categories are reported. Notwithstanding, several important issues emerged for future research in this area and the non‐grocery arena.

Earlier work has provided insight into how supply chain issues affects OSA and OOS in grocery retailing. This paper extends that work to a non‐grocery setting, albeit on a limited basis, but provides scope for future research.

This study aims to reinforce the important role of management control systems (MCSs) in managing change through adopting a unique approach to the conceptualisation of Simons’ (1995) levers of control, specifically focussing on the enabling (beliefs and interactive) and constraining (boundary and diagnostic) levers of control and empirically examining their association with management innovation and organisational performance.

A mail survey questionnaire was used to collect data, with the Dillman (2007) tailored design method used in regards to the development of questions, and the personalisation and distribution procedures. A total of 645 questionnaires were distributed to either the Financial Controller or Chief Financial Officer of manufacturing business units identified in the OneSource database.

The findings reveal that the use of enabling controls was directly associated with organisational performance and with three management innovation dimensions (new structures, processes and practices) with new structures positively associated with organisational performance. It was also found that the use of constraining controls was indirectly, through the extent of adoption of new management techniques, associated with organisational performance.

The findings have important implications for managers in respect to how they use controls to enhance innovation and organisational performance.

The findings highlight the importance of the use of MCS, specifically both enabling and constraining controls, in facilitating change (management innovation) and performance. Hence, the findings provide empirical evidence in support of Simons’ (1995, 2000) theoretical assertion that the levers coexist to provide benefits to organisations.

This study aims to analyze the managerial levers previously considered in literature in the setting of the provision of primary care and community services (in particular for patients with long-term conditions being treated also at home) as well as those scarcely explored that could potentially be adopted in the future.

This study was a structured literature review. The authors retrieved papers, published from 2005–2020, from electronic databases (i.e. ABI/INFORM Complete, Jstor, PubMed and Scopus). Each selected paper was assigned to a framework category, and a thematic analysis was performed.

Topics scarcely explored in literature were related to logistics/supply chain, economic evaluations, performance management and customer satisfaction. Some papers embraced more than one management topic, confirming the multidisciplinary nature of territorial healthcare services. The majority of research, however, focused on only one aspect of primary care services, and a lack of an integrated view regarding the provision of those services emerged.

This study represents a first attempt to rationalize the fragmented body of knowledge on the topic of the provision of primary and community care services. This study enabled some light to be shed on the managerial levers already explored previously in literature and also identifies a number of trajectories for future research.

Kerr's (1975) examination of the “folly of rewarding A while hoping for B” led him to encourage organizations to align reward system and desired employee behavior. Since then, much of the accounting and control literature has increasingly reduced the reward system to one of its components – incentive compensation plans – and has increasingly ceased to examine other behavioral levers used by corporations, thus implicitly or explicitly treating measurement and reward as a sufficient condition to obtain desired employee behavior. This chapter considers the complexity of the reward system (including its inevitable subjective dimension) and discusses its role, in connection with other important managerial levers, in corporations’ broader efforts to shape employee behavior. The chapter concludes with a review of literature streams in economics and psychology, suggesting that an intense incentive alignment approach may be self-fulfilling and hence counter-productive.

To provide a conceptual framework for understanding the role of organizational control in the context of remote work arrangements.

The framework has been developed drawing on two distinct research streams. Existing frameworks on remote work arrangements enabled to identify relevant dimensions to include in our framework, namely drivers of adoption and outcomes of implementation. They also evidenced the importance of opening up the remote work implementation process addressing crucial management issues, notably organizational control. On the basis of extant organizational research we deconstructed the complexity of organizational control in its constituent elements and identified mechanisms of control enactment over time.

The framework links the dynamics of change in organizational control initiated by the adoption of remote work arrangements with its antecedents (drivers of adoption and characteristics of the remote work model) and implementation outcomes at individual, group and organizational level. It opens the implementation stage focusing on the dynamics of organizational control and clarifies its role when the organization decides to adopt remote working.

The framework assumes that organizational control is not a static entity but a process of mutual constitution between structures of controls and actions enacted over time by both managers and employees (remote workers and on-site colleagues). It shows the value of a process perspective that emphasizes time mechanisms underlying changes in organizational control of remote work. Moreover, it constitutes a valuable reference guide to interpret in an integrated way existing research on the issue and identify inconsistencies in empirical findings, relevant gaps and opportunities for future research.