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The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.

This chapter addresses the question how entrepreneurial synergies can be stimulated in places by leadership and network governance in the context of the knowledge economy. The chapter not only analyses the role of leadership in a regional case in the Netherlands, but also assesses to what extend place-based characteristics play a role.

The chapter is based on a case-study-analysis of the region Brainport Eindhoven. Data were collected via 27 interviews in 2 rounds (in 2008 and in 2012), and retrieved from academic literature, case documents and governmental plans.

This chapter shows the importance of knowledge leadership in creating entrepreneurial synergies in the region Brainport Eindhoven. Entrepreneurial synergies is defined here as the creation of governance conditions and a context for effective entrepreneurial activities and regional co-operation between entrepreneurs, to enhance innovation. The socio-spatial quality of this place, path-dependency and the establishment of a regional regime explain the clustering of high-tech firms in a context of pro-active policy support, embedded in a cultural tradition of public–private co-operation. Key-persons of the private sector, science, and government enabled the development by taking initiative, co-operating, framing issues and aligning people around the agenda of Brainport.

The chapter gives insights on how leaders can enhance entrepreneurial synergies rooted in place-based assets and characteristics, by using network power, resources, ‘windows of opportunity’ and by linking ideas, inspiration and individuals from different strands of the triple-helix.

Revealing normative leadership lessons – how leadership is enacted in ‘everyday’ practice – may also allow us to explain, at least to some limited extent, why some localities are able to adapt to the ever changing social and economic conditions of the modern world, and are successful in creating entrepreneurial synergies. Beyond this, deeper critical appreciations provide us with insights into the interplay between leadership, power and resources – and shed light on the questions of why and for whom economy and society are ‘organised’, in different places and at different times.

The chapter offers new insights in the importance of place and the leadership dimension in the context of the continuing debate around the effectiveness of sub-national economic development policy for the so-called ‘knowledge era’.

Discuss in detail the uses which might legitimately be made of the following passage by the writer of a profound study of economic life and thought in France at the end of the reign of Louis XIV. In answering the question make full use of your knowledge of (a) historical criticism; (b) French economic and general history.

The world is changing very rapidly with events that alter the landscape for students during a time when entrepreneurs are needed more than ever. This chapter explores trends in entrepreneurship research that are focused in areas of the entrepreneurial mindset, alleviation of poverty through entrepreneurship, social entrepreneurship, portfolio thinking about entrepreneurial venture types, the crucial nature of racial diversity, and the drive of women entrepreneurs. It also examines COVID-19’s disparate impact on smaller ventures and Black entrepreneurs, while highlighting its impact on spurring entrepreneurial innovations causing an entrepreneurial explosion. Most importantly, this chapter focuses on how the emerging research trends amidst the COVID-19 pandemic have prompted entrepreneurship educators to enact educational innovations. The chapter includes tools and tips to integrate into the changing nature of university programs and entrepreneurship curriculums facing a dynamic future.

This chapter investigates the recent surge of social media (mis)use in horror films including The Cabin in the Woods (2012), Unfriended (2015) and #Horror (2015) and how young women’s relationship to social media in these films often pillories females for existing under, and delighting in, an anonymous, ubiquitous gaze. In these narratives, women are slut shamed both in the plot and through the threat of social media’s panoply of screens, sur- and selfveillance. In my discussion, I will utilize feminist film theory including the writings of Laura Mulvey, Linda Williams and Barbara Creed, while also including contemporary cultural criticism from writers and journalists like Nancy Jo Sales and Leora Tanenbaum to explore the horror genre from a more contemporary, multi-discourse perspective. The technology in these films serve as harbingers, intimating the figurative and literal dangers to come for their female protagonists, ultimately suggesting that the horror in these films is the medium itself and the patriarchal social media culture that these devices cultivate.

Administering healthcare within developing contexts of Africa presents a myriad of challenges. This includes competing priorities, cultural differences, language barriers, resource limitations, supply chain management disruptions, and an infinite array of ever-changing political, social, environmental, and economic dynamics. However, leadership and more specifically, intentional relationship development grounded in strategic diffusion networks have the potential to mitigate these challenges and maximize the adoption of life-saving technologies, pharmaceuticals, and treatment plans. This chapter provides context for the systemic healthcare challenges facing developing contexts across Africa, utilizes the theoretical frameworks of adaptive leadership and complexity leadership to create a holistic approach to relationship-building within these contexts, and illuminates the strategic influence, agency, and adoption and diffusion strategies that ultimately have the potential to create pathways to promise and save lives within underserved and under-resourced communities.

In this commentary, I highlight a few of the assertions made by McDaniel et al. (2013) about the importance of complexity science guided management practices, and extend these ideas specifically to how we might think about reducing seemingly intractable problems in health care such as patient safety, patient falls, hospital acquired infection, and the rise of chronic illness and obesity. I suggest that such changes will require managers and providers to view health care organizations and patients as complex adaptive systems and include patients as full participants in co-producing their health care.