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This study aims to verify the influence of stakeholders on Disruptive Innovation Disclosure (DID) by using company size as a control variable. DID is measured using the DID index. The authors use panel data regression with the period 2011–2020. Observations were made on 198 companies throughout the year in companies around the world. This study proves that shareholders, customers, suppliers, and company size are dimensions that affect DID. This situation shows that these dimensions have the power to control DID. The average company in the world has provided information about disruptive innovation. The scope of this research is limited to countries that have a visualization network of disruptive innovation collaboration in as many as 15 countries. The value of this study is to portray DID in countries that have disruptive innovation collaborative visualization networks.

This chapter develops a novel bootstrap procedure to obtain robust bias-corrected confidence intervals in regression discontinuity (RD) designs. The procedure uses a wild bootstrap from a second-order local polynomial to estimate the bias of the local linear RD estimator; the bias is then subtracted from the original estimator. The bias-corrected estimator is then bootstrapped itself to generate valid confidence intervals (CIs). The CIs generated by this procedure are valid under conditions similar to Calonico, Cattaneo, and Titiunik’s (2014) analytical correction – that is, when the bias of the naive RD estimator would otherwise prevent valid inference. This chapter also provides simulation evidence that our method is as accurate as the analytical corrections and we demonstrate its use through a reanalysis of Ludwig and Miller’s (2007) Head Start dataset.

This paper aims to analyses barriers as a determinant of ongoing or abandoned innovation activities. The literature exploits barriers as the nature of innovation and its influence on firm’s. The main focus is the Portuguese SMEs and the impacts that act as barriers in the development of innovation activities.

The database was obtained through the Community Innovation Survey 2010 (CIS 2010) that was coordinated by EUROSTAT. In this sense, a logistic regression model is proposed, which makes it possible to analyse the relations between three or more variables, depending on whether the relationship is one of dependence or interdependence, thus allowing the application of distinct statistical techniques, using 6,160 firms

There are several sources of information that are associated with the development of innovation projects.

The importance of barriers to the development of innovation activities, as well as it being a decisive factor in the impediment to and abandon of the same, was noted.

This study also demonstrated that each case is different and that a barrier in one firm can at the same time be a window of opportunity for another firm.

This paper aims to study how multinational enterprises (MNEs) can best integrate legitimacy concerns into their new product-launching strategy to successfully introduce high-value hi-tech innovations in emerging countries.

Theoretical constructs on the role and process of legitimacy construction for the introduction of a new product are built upon the existing literature. Then they are validated and refined through the formulation and analysis of case studies of the launch of genetically modified cotton seeds by Monsanto in India and a HIV/AIDS drug cocktail by Merck in Brazil.

Legitimacy construction can serve MNEs to face challenges successfully while launching high-value hi-tech products in emerging countries. Challenges to MNEs are likely to be founded on a combination of four types of uncertainties: technological, commercial, organizational and societal. Expected challengers are public agencies and actors representing civil society. An MNE can prepare itself through legitimacy construction along three dimensions: redesign of technology, revision of marketing strategy and non-market investments. To implement the aforesaid, MNEs can engage in outreach in the form of strategic patience, market transaction, business collaboration, compromise and/or confrontation with diverse carefully chosen stakeholders.

The authors limited ourselves to tracing only the formal interactions of MNEs, while it is well-known that many informal and backdoor activities can also accompany their growth in emerging economies.

Legitimacy construction can help MNEs face challenges successfully while launching high-value hi-tech products in emerging countries. This calls for an evaluation of the systemic uncertainties followed by the formulation of a strategy for legitimacy construction and implementation through outreach to diverse systemic actors. Strategic patience can yield positive returns. Market transactions can serve as economic anchors. Collaboration can be pursued with parties who can share the costs of legitimization construction and/or reduce technological and marketing uncertainties. Confrontation should be the last choice. Compromise is the most probable but not the only outreach strategy possible after a confrontation.

Legitimacy implies product acceptance not only from the targeted consumer but also other societal stakeholders concerned with the safety and equity of the consumption in the emerging country, especially when regulations are not well-defined and/or implemented. The two kinds of societal stakeholders which are likely to monitor MNEs are public agencies and civil society groups. Public agencies will be concerned about the quantity, quality, technology or price of the innovation to be introduced. Civil society and NGOs may help the MNE act as citizen watchdogs for the environment and vulnerable communities.

Theoretical constructs have been developed in this paper on the sources of challenges in new product introduction, the types of challengers and the components of the firm’s legitimacy construction strategy and its implementation through an outreach strategy.

Aboriginal students experience disproportionate academic disadvantage at school. It may be that a capacity to effectively deal with academic setback and challenge (academic buoyancy) can reduce the incidence of academic adversity. To the extent that this is the case, academic buoyancy may also be associated with positive educational intentions. This study explores the role of academic buoyancy in Aboriginal students’ post-school educational intentions.

The survey-based study comprises Aboriginal (N = 350) and non-Aboriginal (N = 592) high school students in Australia.

Academic buoyancy yielded larger effect sizes for Aboriginal than non-Aboriginal students’ educational intentions – particularly in senior high school when educational intentions are most likely to translate into post-school educational behaviour.

Post-school education is one pathway providing access to social opportunity. Any thorough consideration of students’ passage into and through post-school education must first consider the bases of students’ academic plans and, by implication, their decision to pursue further study. Identifying factors such as academic buoyancy in this process provides some specific direction for practice and policy aimed at optimizing Aboriginal students’ academic and non-academic development.

Academic buoyancy is a recently proposed construct in the psycho-educational literature and has not been investigated among Aboriginal student populations. Its role in relation to post-school educational intentions is also a novel empirical contribution for both Aboriginal and non-Aboriginal students alike.

The purpose of this paper is to ask why some organizations might be better than others at continuous innovation in the field of e‐enablement of human resource (e‐HR).

To answer this question, the notion of absorptive capacity (ACAP) is applied to explain some of the problems faced in moving from face‐to‐face HR to a technology‐mediated model.

Dynamic ACAP models are adapted to produce a more realistic, iterative framework in which realized capacities for e‐HR innovations contribute to, and constrain, potential capacities for further innovations.

The model is used to offer some research propositions for academics operating in this newly emerging field of human resource management (HRM).

Some theory‐driven advice are also offered for HR practitioners.

The specific contribution is to introduce the concept of ACAP to HRM scholars and practitioners interested in the field of e‐HR and Web 2.0 social media.

This paper aims to explore three operations and supply chain management (OSCM) approaches for meeting the 2 °C targets to counteract climate change: adaptation (adjusting to climatic impacts); mitigation (innovating towards low-carbon practices); and carbon-removing negative emissions technologies (NETs). We suggest that adaptation nor mitigation may be enough to meet the current climate targets, thus calling for NETs, resulting in the following question: How can operations and supply chains be reconceptualized for NETs?

We draw on the sustainable supply chain and transitions discourses along with interview data involving 125 experts gathered from a broad research project focused on geoengineering and NETs. We analyze three case studies of emerging NETs (biochar, direct air carbon capture and storage and ocean alkalinity enhancement), leading to propositions on the link between OSCM and NETs.

Although some NETs are promising, there remains considerable variance and uncertainty over supply chain configurations, efficacy, social acceptability and potential risks of unintended detrimental consequences. We introduce the concept of transformative OSCM, which encompasses policy interventions to foster the emergence of new technologies in industry sectors driven by social mandates but lack clear commercial incentives.

To the best of the authors’ knowledge, this paper is among the first that studies NETs from an OSCM perspective. It suggests a pathway toward new industry structures and policy support to effectively tackle climate change through carbon removal.

Two new products of considerable significance are to be unveiled at Paris by Elliott‐Automation Ltd., in addition to a full range of their other products. A display on the B.o.T. stand will highlight their achievements in the field of flight control for automatic landing (AIRCRAFT ENGINEERING, September 1966, p. 49). The Concorde autopilot will be featured on their own stand, with the latest autopilot control panel for the pre‐production aircraft which embodies nightly sophisticated push‐button switching on show. Another exhibit will be the Starling state 5 attitude control system for the Skylark sounding rocket.