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In a past era, alchemists believed they could magically transmute lead into valuable gold. Science has progressed a substantial distance since then and for decades nuclear and particle physicists could change various materials into gold. When considering technology, leaders are faced with a comparable challenge: How does one leverage technology to create unique organizational value? To manage emerging technologies effectively to create organizational value, managers will need to lead the producers and practitioners of technology effectively. In the age of global interdependence, organizations must abandon old outdated perspectives.

Technology is a force which drives itself. Organizations must adopt to emerging technology or risk being obsolete. Leveraging technology to create value involves more then circumferentially managing technology. To create value, leaders must encourage staff to transmute technology. The principles and practices of quantum leadership provide for this possibility. This chapter will irradiate why simply managing technology does not offer organizations the maximum value from technology. The reader will be introduced to the four core features of quantum leadership: duality, superposition, entanglement, and observation. With this groundwork, the principles and practices of this leadership perspective will be discussed in context of transmuting technology into unique organizational value. Which lens one uses to see which possibility becomes reality are exclusively in the eyes of the viewer. Using information systems technology, artificial intelligence (AI), and 5G technology as the exemplars, readers can decide whether to accept, reject, or suspend judgement on using quantum leadership as the perspective to transmute technology into valuable organizational gold.

Burnt by the foibles of celebrity spokespeople, more and more companies are turning their corporate images (and fortunes) over to animated characters. Is that a good strategic move? Tony, for one, thinks it's G‐G‐G‐G‐Great!

In a pandemic framework (COVID-19), this chapter explores the impact of the global economy and socio-cultures concerning three axes: recreational, tourism, and hospitality. Although we slowly see an economic revival, it is well known that this sector of study is very susceptible to being affected by the context of nations. Following restrictions and measures taken by governments around the world to reduce the number of cases of coronavirus infections, many nations closed their borders, affecting international travel and by 2020 tourism had been reduced to the near cessation of operations due to the imminent fear of this poorly studied disease, and the service sector was negatively affected. It should be added that, according to the World Tourism Organization's projections, a decrease of between 20 and 30% is forecast for 2020 compared to the previous year.

Presents the Mohonk Criteria for Humanitarian Assistance in Complex Emergencies, produced by the Task Force on Ethical and Legal Issues in Humanitarian Assistance, convened by the Program on Humanitarian Assistance at the World Conference on Religion and Peace, as guidelines for co‐operative relationships between political, humanitarian and military actors in complex humanitarian emergencies created by armed conflict.

This paper, applies the concept of path creation to a historical case. Path creation arose in part as a response to perceived weaknesses regarding the limited role of firm agency in the path dependency literature.

This essay uses the path creation methodology to explain why and how specific features of the American brewing industry's regulatory framework were devised during prohibition (1920‐1933) and implemented upon the repeal of prohibition in 1933. The study draws upon a series of primary sources, including firm publications and government reports.

It shows that path creation is a useful way to examine the design and implementation of industry‐level regulatory systems. It argues that rather than passively waiting and hoping for a beneficial set of rules, the largest national breweries in America actively set about to shape the regulatory environment in which they and their competitors operated.

The study is valuable on two levels. First, it helps explicate how and why the brewing industry's current regulatory system emerged. Second, and more broadly, it shows how the path creation thesis can be usefully adopted to interpret firm and managerial actions across time periods and industries.