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This article offers insight on how to effectively help incumbent organizations prepare for global business shifts to open source and digital business models.

Discussion related to observation, experience and case studies related to incumbent organizations and their efforts to adopt open source models and business tools.

Companies that let their old culture reject the new risk becoming obsolete if doing so inhibits their rethinking of their future using powerful tools like crowdsourcing, blockchain, customer experience-based connections, integrating workflows with artificial intelligence (AI), automated technologies and digital business platforms. These new ways of working affect how and where work is done, access to information, an organization’s capacity for work and its efficiency. As important as technological proficiency is, managing the cultural shift required to embrace transformative industry architecture – the key to innovating new business models – may be the bigger challenge.

Findings are based on original research and case studies. Insights are theoretically, based on additional study, interviews, and research, but need to be tested through additional case studies.

The goal is to make the transition more productive and less traumatic for incumbent firms by providing a language and tested methods to help senior leaders use innovative technologies to build on their core even as they explore new business models.

This article provides insights that will lead to more effective ideas for helping organizations adapt.

This article is based on original research and case experience. That research and experience has then been analyzed and viewed through the lens of models that have been known to work. The result is original insights and findings that can be applied in new ways to further adoption within incumbent organizations.

Early paradox research in organization theory contained a remarkable breadth of inspirations from outside disciplines. We wanted to know more about where early scholarship found inspiration to create what has since become paradox theory. To shed light on this, we engaged seminal paradox scholars in conversations: asking about their past experiences drawing from outside disciplines and their views on the future of paradox theory. These conversations surfaced several themes of past and future inspirations: (1) understanding complex phenomena; (2) drawing from related disciplines; (3) combining interdisciplinary insights; and (4) bridging discourses in organization theory. We end the piece with suggestions for future paradox research inspired by these conversations.

Ambidexterity in teams represents powerful dynamic capabilities for innovation and adaptation in rapidly changing environments. This study focused on the emerging concept of team ambidexterity. Primary purposes were to consolidate emerging research on ambidexterity within teams and to synthesise antecedent inputs.

This study applied a systematic content-based review method to collect articles relevant to enabling ambidexterity within teams. The study integrated relevant studies on ambidexterity and on teams and teamwork. It analysed content through theoretical frameworks of ambidexterity and dynamic capabilities.

Team ambidexterity constitutes a distinct and increasingly important organisational concept beyond just supporting firm-level ambidexterity. Team ambidexterity depends on inputs that can include ambidexterity's multilevel, generic mechanisms and additional team-centric inputs specially characterising teams.

Organisational leaders need insights into the valuable potential of ambidextrous teams that can increase innovation and enable successful adaptation at an operational level for longterm survival and competitive advantage in volatile environments. The study highlights the essential inputs for designing and equipping ambidextrous teams.

Team ambidexterity research is growing, but so far it has mostly addressed team ambidexterity as a microfoundation supporting firm-level ambidexterity. Existing studies have remained mostly disparate and unorganized. This study appears unique in having identified and synthesised studies most relevant to developing ambidexterity within teams. The study articulated a more comprehensive understanding of team ambidexterity, derived a novel set of team-centric inputs and analysed ambidexterity as dynamic capabilities at operational unit level.

This purpose of this article is to report the second part of a recent interview with Dr Ming-Jer Chen. He shares his values, beliefs and philosophies on life, business and scholarship; relates how these philosophies have shaped his approach to teaching, research and service; and outlines his strategies for making important career and professional decisions.

Interview with Dr Ming-Jer Chen.

Dr Ming-Jer Chen’s firm belief in the Oneness (精一) is reflected in his constant pursuit of “making the world smaller” by closing divides of various kinds. During his career journey, Dr Chen has applied the philosophy of “keeping a balanced and integrated view” to tackle professional and career challenges and reinforced that with the wisdom of his ambicultural perspective. His East–West background and beliefs shape his engagements with the research and business communities and his expertise includes management education and decision-making, as well as teaching, research and professional services.

Dr Chen’s unique life and career experiences make him a role model for those who intend to pursue a career in management research. His ambicultural insight and balanced and integrated perspective may help junior scholars to deal with challenges in their professional lives.

The interview profiles a thought leader and strategist in management research and education, whose experience and wisdom may enlighten junior scholars along their career paths.

The purpose of this article is to report the first part of a recent interview with Dr Ming-Jer Chen. He shares his values, beliefs and philosophies on life, business and scholarship, how these philosophies have shaped his approach to teaching, research and service and his strategies for making important career and professional decisions.

This article is based on a recent interview with Dr Ming-Jer Chen.

Dr Ming-Jer Chen's firm belief in the oneness (Fixed graphic 1) is reflected in his constant pursuit of “making the world smaller” by closing divides of various kinds. During his career journey, Dr Chen has applied the philosophy of “keeping a balanced and integrated view” to tackle professional and career challenges with the wisdom of an ambicultural perspective. Practices influenced by his East–West background include management education and decision-making, as well as teaching, research and professional services.

Dr Chen's unique life and career experiences make him a role model for those who intend to pursue a career in management research. His ambicultural insight and the “balanced and integrated view” he applies may help junior scholars in dealing with challenges in their professional lives.

The interview profiles a thought leader and strategist in management research and education, whose experience and wisdom may enlighten junior scholars along their career paths.

In the era of Industry 4.0, knowledge component plays a vital role in manufacturing. For tacking the new complexities of the business, a concept of knowledge supply chain (KSC) is being proposed, which takes into account of knowledge component. Higher education institutes (HEIs) which are primary creator of knowledge are important foundations of such supply chain and act as the “knowledge supplier.” The purpose of this paper is to focus on why the HEIs are failed to become knowledge supplier in developing country like India.

This research paper adopts a resource-based theory to explore the concept and identify barriers which obstructs the progress of HEIs to become prominent knowledge supplier to industry. To tackle the research problem, an integrated hybrid approach of interpretive structural modeling–analytic hierarchy process is used. Expert elicitation was engaged to find out the prominence of each barrier and the interrelations among them.

Based on literature review, eight critical barriers were recognized. The findings put forward a four layer structural model. Based on this model, various remedial actions are also suggested to eliminate the barriers or lessen their negative effects on KSC.

This study finds its practical implication in higher education reforms as the identified barriers could enhance the decision-making quality regarding academia–industry interaction.

Using the results of the study, HEIs could improve their social sustainability as they have different stakeholders covering wider sections of society and one being industry.

Most of the existing studies talk about short-term interactions like technology transfer. This study takes into account the barriers which are acting as roadblocks in long-term knowledge supplying role of HEIs.

This paper seeks to explore the processes and channels through which valuable knowledge from outside the firm reaches those employees who can exploit that knowledge for innovative purposes. It seeks to identify the specific talents exhibited by the key individuals involved in facilitating these important knowledge flows. It also aims to detail the interventions which management can adopt to harness knowledge flow talents.

The methodology used was a single case study of a medical devices R&D group, incorporating social network analysis and semi‐structured interviews.

It was found that it is now rare for a single individual to possess all the talents necessary to effectively acquire and disseminate external knowledge. Owing to the prevalence of information and communication technologies, a small number of uniquely skilled individuals specialize in acquiring valuable external knowledge, while an altogether different set of individuals specialize in disseminating that knowledge internally.

There is a dearth of literature in the knowledge management field directed towards understanding how the unique talents of those employees who are integral components of knowledge networks can be harnessed. Building on concepts of talent management and the technological gatekeeper, the specific talents exhibited by these individuals are explored. Then some organizational level interventions are pointed up, which can facilitate knowledge‐intensive organizations in fully exploiting their resources to maximize innovative capabilities.