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This chapter examines how innovation and research are essential to the advancement of science, the economy, and society. We examine the current status of scientific research in Saudi Arabia, highlighting issues like financial limitations and a lack of skilled researchers. We emphasize how important it is to develop the next generation of scientists in order to transform existing practices and improve the state of scientific research in the country.

Proficiency in research and innovation is crucial for expanding the frontiers of knowledge, empowering scientists to tackle intricate problems, and advancing scientific rigor. These abilities also support the use of evidence in decision-making, enabling researchers to provide empirical data that inform practices and policies in a variety of industries. Sustained growth requires the formation of future leaders, who promote knowledge exchange and multidisciplinary collaboration.

Despite Saudi Arabia’s significant spending on science, problems still exist. Addressing governance deficiencies is demonstrated by the establishment of the Research, Development, and Innovation Authority in 2021. The nation has grown in the world’s scientific rankings, drawing eminent specialists and fostering cross-border cooperation. Still, there is room for improvement, especially when it comes to fostering a culture of research, improving financing sources, and encouraging international collaboration. It is imperative that these problems are resolved in order to avoid stagnation, guarantee ongoing innovation, and take advantage of chances for society’s progress.

The chapter ends with a call to action that highlights how quickly improvements must be made. Failing to do so runs the risk of stifling the advancement of science, preventing the creation of new technologies, and prolonging complicated issues. To lower risks, seize opportunities, and ensure that research and innovation continue to advance for the good of society, immediate action is necessary.

The purpose of this study is to provide an overview of the research conducted on hospitality and tourism articles published in Q1 category journals from 1990 to 2023. This study also aims to measure the topic prevalence in selected journals throughout the years, their change over time and similarities of journals.

Latent dirichlet allocation algorithm is used as a topic modeling method to identify and analyze topics in hospitality and tourism research over the past 30 years.

The results of the study indicate that hospitality and tourism research has recently focused on topics such as employee behavior, customer satisfaction, online reviews, medical tourism and tourist experience. However, the results also indicate a negative trend in topics such as hotel management, sustainability, profession, economic growth and tourist destination.

This study can be used to examine the evolution of research patterns over time, find hot and cold themes and uncover untapped or understudied areas. This can aid academics in their investigations and practitioners in making sound strategic decisions.

This study contributes to the existing literature by providing a new approach and comprehensive analysis of hospitality and tourism research topics. It delineates an overview of the progression of hospitality and tourism research over the past 30 years, identifies the trending topics and explores the potential impacts that these identified topics may have on future studies.

With the emergence of the digital era, the role of digital leaders in developing digital capabilities and driving their firms towards digital transformation has gained significant attention. Digital dynamic capabilities involve continuous engagement of leaders in sensing, seizing, and transforming activities needed to digitally transform their firms. However, little attention is given toward the role of digital leadership in developing digital dynamic capabilities. We seek to develop an understanding of the role of digital leadership in building digital dynamic capabilities for successful digital transformation.

We conducted a systematic literature review and looked at relevant articles using Google Scholar, ScienceDirect, and Scopus databases with key search items being “digital leadership”, “dynamic capabilities”, “digital dynamic capabilities,”. We used AND, OR operators in between the key terms to search for the relevant articles.

Our conceptual framework and propositions demonstrate the digital leader's role in building three core dynamic capabilities: digital sensing (technological trends, digital scouting, digital vision, future interpretation, and digital strategies), digital seizing (organizational agility and digital portfolio), and transforming (redesigning internal structures and ecosystem partnerships) for successful digital transformation.

This study pioneers an integrated framework that elucidates the role of digital leadership in fostering digital dynamic capabilities essential for successful digital transformation. While previous research has examined digital leadership and transformation in separate silos, our work bridges this gap by defining and dissecting three core capabilities—digital sensing, digital seizing, and transforming. By doing so, we offer both academic and practical communities a nuanced understanding of how digital leadership shapes dynamic capabilities. The study serves as a foundational roadmap for future research and offers actionable insights for organizations striving to navigate the complex landscape of digital transformation.

The purpose of the this study is to discover the impact of practices of knowledge management, intellectual property protection and management innovation on entrepreneurial leadership, which in turn leads to sustainable growth in small and medium-sized enterprises.

The data was collected from 292 small and medium-sized businesses (SMEs) in the USA using a cross-sectional survey. To evaluate the study hypotheses and analyse the data, structural equation modelling was used. SMART-PLS software was used for both confirmatory factor analysis and structural analysis.

The work has significantly contributed in revealing that knowledge management practices, management innovation and intellectual property protection have a substantial and constructive impact on entrepreneurial leadership, which in turn leads to sustainable growth in SMEs.

The study findings recommend that SMEs must focus on knowledge management practices, intellectual property protection and management innovation to nurture entrepreneurial leadership, which can lead to sustainable growth. SMEs can benefit from investing in knowledge management practices, protecting their intellectual property and innovating their management practices to achieve sustainable growth. Also, the absorptive capacity of an SME can help it to aggravate the impact of the above factors and lead them to sustainable growth faster.

The current work studies the association between knowledge management practices, intellectual property protection, management innovation, entrepreneurial leadership and sustainable growth in SMEs, thus contributing to the literature. The study provides insights into the factors that can nurture entrepreneurial leadership and contribute to sustainable growth in SMEs, which can inform policy and practice in the field of entrepreneurship.

Literature on product innovation (PI) has witnessed tremendous growth over the past 60 years. Yet, there has been a dearth of a comprehensive review of the extant PI research maintaining the breadth and depth of the topic. To seal this gap, this paper aims to explore the intellectual foundations and emergent trends in 2,588 research papers on PI from 1962 to 2022.

The paper adopts a bibliometric analysis approach via visualization maps of prolific contributions, co-citation, co-occurrence and thematic networks.

Emerging streams, frontiers and hotspots in PI research are revealed and a knowledge graph is developed. The review provides a broad spectrum of opportunities that enrich imminent research to better inform business decisions.

The review addresses 20 research questions associated with barely examined areas in PI research that require further analysis in imminent research.

To the best of the authors' knowledge, this is the first review that comprehensively synthesizes the intersected knowledge base of PI research using bibliometric analysis of a vast number of documents within a long time span.

The purpose of this study is to investigate how proximity to metropolitan areas and local creative talent impact a company’s access to venture capital (VC). We analyze the interplay between these factors and test our hypotheses using USA county data.

This empirical study uses multivariate regression analyses to analyze VC investment distribution across the USA at the county level between the years 1990–2011.

Our findings suggest that an increase in the local creative workforce correlates with higher levels of VC funding, regardless of metro location, but has a more significant impact in metro areas, indicating the complementary nature of these factors. Furthermore, the tech industry benefits more from the local creative workforce and is less sensitive to geographic location. Our results suggest that non-metro locations with a rich local creative culture can be as effective in attracting VC as metro locations with a mediocre local creative culture. This study contributes to our understanding of the optimal geographic location for companies seeking VC.

One of the limitations of our research is the research timeline. Since “creative class” was not measured by the U.S. Department of Agriculture (USDA) after 2011, we cannot analyze the recent effects of creative class on VC. However, given the fact that technology-related industries increasingly dominated the VC industry in recent years, our results on tech-related industries can shed light on the future expectations of the creative class in the VC industry moving forward.

Some companies might find it advantageous to locate outside metro areas where the creative workforce is more abundant and accessible. Our results support this trend by demonstrating that companies must consider the tradeoff between these two factors and recognize that locating in metro areas may not always be the optimal choice for every company. A tradeoff may exist between location and the cost of accessing creative talent.

Our results suggest that non-metro locations with a rich local creative culture can be as effective in attracting VC as metro locations with a mediocre local creative culture.

The existing literature emphasizes the importance of studying various factors that can help distribute VC and entrepreneurial activities across the country instead of just being concentrated in specific areas like metro regions. Although previous studies have examined broader institutional and country-level factors, local creative culture has not been considered in the context of its impact on the geographical distribution of VC. Our research highlights creative culture as a new local factor that affects VC distribution among USA counties.

Distance has been a core concept and issue in international business and management research. While scholars argue that distance through internationalization is increasing costs, distance is also associated with positive implications such as the integration of more diverse knowledge. Still, many firms struggle to manage distance effectively and efficiently in their multinational contexts. The purpose of this study therefore is to propose Open Strategy – increasing transparency and inclusion in the strategy process – as an attractive concept for managing distance.

This is a conceptual paper where the authors introduce Open Strategy to the IB community.

The authors argue that opening the strategy of multinational enterprises, enables firms to leverage diversity by re-combining the firms diverse and distant knowledge. It also reduces distance by moving beyond formal mechanisms of control and coordination to improve joint understanding, cooperative commitment and strategy implementation. The framework shows how firms can move beyond established dogmas in international business research by rendering their strategy processes more open.

Leveraging the Open Strategy literature, the authors are able to find a way to respond to the challenge of increasing distance, in fact even arguing that distance can be beneficial if framed as diversity.

The World Heritage Convention has reached a milestone, and this year, in 2022, it is celebrating its 50th anniversary. The aim of this article is to review whether and how the goals of the strategic action plan (SAP) for the Implementation of the World Heritage Convention (2012–2022) have been reached.

This article starts by considering the outcomes for three of the SAP goals, dealing with protection and management; the credibility of the World Heritage List and sustainable development, using additional information from the final implementation report of the SAP (UNESCO, 2021a), which provides key performance indicators and the implementation status for each goal and associated outcomes. This article then compares and contrasts available data, trends and examples to provide more in-depth analyses of the implementation of the three goals. Data have been gathered from my own research and from the work of other academics and practitioners.

The article finds several key positive changes, including the recent revisions of the Operational Guidelines to include provisions from the 2015 UNESCO Policy on World Heritage and Sustainable Development. However, a number of concerning or worsening trends relating to the protection and management of the World Heritage List, its increasing lack of credibility and sustainable development make it difficult to conclude that the implementation of the goals has been positive. The article concludes with suggestions for addressing these issues.

This paper fills a gap, as not much has yet been published on the state of implementation of the Convention at 50 years old.

This study aims to analyze the effect of entrepreneurs’ improvisational behavior on business risk-taking and opportunity recognition, as well as to analyze its subsequent impact on firm performance. Moreover, this study examined whether the effect of entrepreneurs’ improvisational behavior on business risk-taking and opportunity recognition could be moderated by firm size and the business experience of entrepreneurs.

Online survey data were collected from 304 firms in Thailand that were randomly selected from a business directory. The data were assessed using partial least squares structural modeling.

The results confirmed that entrepreneurs who exhibited high levels of improvisational behavior tended to report that their firms engaged more actively in risk-taking and opportunity recognition. Moreover, risk-taking and opportunity recognition played a chain mediating effect in explaining the association between the improvisational behavior of entrepreneurs and firm performance. Regarding the moderating effects, this paper found that firm size negatively moderated the effect of improvisational behavior on risk-taking and opportunity recognition, while business experience of entrepreneurs only positively moderated the effect of improvisational behavior on risk-taking.

This study provided new knowledge by showing that improvisational behavior of entrepreneurs should be integrated with other firm advantages determined by firm size and the business experience of entrepreneurs to strengthen the ability to be more effective at risk-taking and opportunity recognition.

This case was developed from secondary sources such as industry reports, articles, news reports and social media sites.

This study offers a fresh perspective on leadership by exploring the nontraditional journey from human resources (HRs) positions to the esteemed chief executive officer (CEO) role. It highlights the transformation of HR from an administrative function to a strategic one. The study emphasizes the pivotal role of chief human resources officers (CHROs) in shaping company culture and ensuring employee satisfaction. It also delves into HR professionals’ unique skills and attributes to the CEO position, drawing examples from successful transitions such as Mary Barra at General Motors, Leena Nair at Chanel and Nigel Travis at Dunkin Donuts. The study addresses the growing trend in contemporary business discussions: the potential reshaping of the traditional CEO role by HR directors. It offers valuable insights for organizations looking to adapt to a rapidly evolving economic landscape by highlighting the synergy between CEO responsibilities and HR expertise.

This case is designed for undergraduates in various courses such as fundamentals of HR management, human capital management, strategic management, leadership development and career planning and management. It is appropriate for sections of the course focusing on managerial decisions and the changing role of HR managers. The case discussion is suitable for classes of 12–40 students and can be easily adapted for online courses using interactive discussion tools. Students are expected to read the case before participating in the discussion.