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The hospitality industry has witnessed numerous changes to enhance the stay experience of guests. To offer a memorable stay experience, the industry has started deploying intelligent robots. Therefore, this case study aims to examine and explore artificial intelligence (AI) enabled robots in hospitality industry in order to enhance guest experience in a smart city.

Semistructured interviews have been conducted at Novotel Ambassador Seoul Dongdaemun Hotels and Residences, Seoul, South Korea, to understand the stay experience of guests regarding services offered by AI enabled robots. The authors have selected employees for interviews since employees listen and witness the guest experience directly. Out of 214 employees in the hotel with varied experience and background, 26 interviews are conducted.

Through a systematic approach of coding, the authors have identified that deploying AI enabled robots facilitates the automation, information gathering, personalization and seamless service in the hospitality industry of a smart city. Further, with a back-and-forth mapping mechanism based on epistemological principles, the authors made four propositions that lead to the development of a research framework.

The practicing managers of hospitality industry can employ AI enabled robots within the scope of improving and automating the processes that can also offer increased personalization to enhance the stay experience, which is expected in a smart city.

The study offers a unique contribution to literature, since it is a live case study, and the information is from the practicing employees of a well-known organization in a hospitality sector from a smart city (Novotel Ambassador Seoul Dongdaemun Hotels and Residences, Seoul, South Korea).

The purpose of this paper is to provide concrete examples of what leadership behaviors and strategies look like in high-poverty urban schools in Chicago that are successful at improving student outcomes. The authors compared the strategies used by principals who were rated by their teachers on annual surveys as being strong instructional leaders but had varying success in improving student outcomes for comparison.

This paper is part of a larger mixed-methods study exploring the link between leadership and student learning. For the qualitative portion of the study, the authors utilized a contrasting case study design (Merriam, 1998) to distinguish leadership practices in schools with improvements in student achievement from practices in schools with stagnating or declining student achievement. The authors conducted case studies in a total of 12 schools–6 schools with improving student achievement and 6 schools with stagnating or declining student achievement. For brevity, the authors chose 4 schools to highlight in this manuscript that best illustrate the findings found across the full sample of 12 schools. The authors coded each interview using both inductive and deductive coding techniques.

The study findings indicate that there are subtle but important differences between the strategies principals in improving and contrast schools use to lead school improvement efforts. Principals in improving schools were able to create learning environments where staff were open to new ideas and work together towards goals. Principals in improving schools were also more likely to create structures that facilitated organizational learning than principals in contrast schools.

This study is unique because the authors provide concrete examples of what principals do in their schools to help create strong learning climates that foster organizational learning and improvement. The authors also identify differences in leader practices and structures in schools that are having a harder time making improvements for comparison. The study findings can be used by principals and other educators to better understand which of their various efforts may result in stronger school cultures conducive to organizational learning as outlined in Louis' and colleagues' work.

Describes and positions ecofeminism as a critical voice in postmodern organizational theory. Ecofeminism, because of its connections with spirituality, feminism, and ecology, provides an alternative critique of modernist organizational discourse. Specifically, positions ecofeminism as an antagonistic discourse which should help to define and display limits of bureaucratic discourse. Provides some ecofeminist change strategies.

Digital transformation projects are complex, lengthy and difficult to implement, often failing to meet their objectives. Previous research has attributed this failure to competing institutional logics influencing actors’ coping responses, and differences in actors’ interpretations of the project’s goals, technology and processes - their “organising vision”. The purpose of this paper is to analyse a complex technology implementation project from an institutional perspective, to further elucidate the role of multiple logics and organising vision.

A qualitative single study approach was used to investigate a public-sector technology project aimed at delivering a unified Human resource information system (HRIS) across regional health organisations in one country.

Four logics characterised the project (public sector, professional, corporate and market), but their relative dominance shifted as the project transitioned through stages, from comprehension to implementation. These shifts exposed tensions between components of actors’ organising vision, which influenced their coping behaviours in response to unexpected changes in the project’s strategic ambitions and technological scope. Coherence of vision, both within groups of actors and between them, was a key mediator of coping responses and project outcomes.

This analysis demonstrates the role of actors’ organising vision in bridging institutional logics and coping responses to shape digital transformation projects. It highlights the need to account not only for diverse institutional logics, but also for their changing influence as projects unfold and actors’ attention is directed onto different aspects of the organising vision. From a management perspective, it illustrates the importance of clear and consistent communication, to avoid entrenching conflicting interpretations.

This study examines how circular economy (CE) performance indicators are constructed in an urban context characterised by a multitude of conflicting interests and visions of urban development. It explores the process of constructing a shared consensus about the performance indicators in conditions of low contractibility, where intervention objectives and outcomes are not easily quantifiable because the object is ambiguous and cannot be fully specified in advance.

The construction of performance indicators at the urban level is examined through the lens of an action net. Using group interviews, observations and documentary analysis, this study investigates the case of a CE initiative in the city of Milan.

The study demonstrates that in cases of low contractibility, the development of CE solutions requires actions that span across organisational boundaries, organised in an action net. As the action net unfolds, it is closely knotted with the construction of performance indicators, indicating a co-constitutive relationship between the two processes.

This interdisciplinary study contributes to the public sector accounting literature by exploring the complexity of performance indicator construction at the urban level. It further recognises performance measurement in cities as a dynamic and flexible process, in which the interconnected actions and involvement of multiple actants shape the composition of the indicators.

If Schumacher's notions of intermediate technology and intermediate size were to underpin the task of visioning a future for our natural resources, it is rather likely that the processes and outcomes to apply would be rather different from those that have driven recent global visioning processes. By way of example, the recent efforts of the World Water Council to engineer a single global vision for the world's water resources provide a setting through which we can consider the relative possibilities for the kind of community-engaged, learning-based visioning process that Schumacher would likely advocate and the ‘old school’ hierarchically and expert-driven alternative that was undertaken by the World Water Council. Visioning is an instrument of community building, so the perspective and tools we use to develop visions are of critical importance to the character and resilience of those communities.

The paper aims to raise the question: how can a new information technology's (IT's) early momentum toward widespread adoption and eventual institutionalization be sustained? The purpose of the paper is to examine sustaining technological momentum as a form of institutional work and entrepreneurship not widely recognized as such.

The paper reports a case study of Business Week's special advertising section used in 2000‐2004 to both exploit and help sustain the momentum of customer relationship management (CRM).

The study finds that the advertisement section's producers employed it over several years to recurrently produce and disseminate credible discourse advancing CRM, incorporating models for action, and providing fresh meanings to the organizing vision for this technology so as to accentuate its progress and keep it worthy of continued attention. Most significantly, acquired momentum, while problematic to sustain, can nevertheless serve as its own resource, to be continuously reinvested in the form of public discourse which must itself be kept “lively” so that momentum may be extended.

The paper contributes to the institutional explanation of IT diffusion by theorizing the process of sustaining technological momentum as an important institution‐building task. In particular, it illuminates the contribution of entrepreneurially produced and disseminated discourse to this process and provides an illustration and analysis of specific forms of institutional work, strategies, and tactics employed in the process. Additionally, the paper suggests that institutional work for sustaining technological momentum differs in certain respects from that needed to launch a technology so as to acquire momentum in the first place.

Leading change oftentimes comes down to creating the conditions to shift the status quo of an organization, community, or nation. In the case of the pan-African movement, this is about a shift of the status quo continentally. We look back and learn how these changes took place, we study the impacts, the moves that allowed people to emerge differently, to lead effective change. The outcomes of leading this effective change often point to a shift in the status quo. That shift in how people organize and led change gets written in history books. In this scenario, we have the unique opportunity to examine these cases as emergent, hearing firsthand accounts of those individuals, people, organizations, and communities that are shaping the movements. This is that account of how leadership is conceptualized, redefined, and practiced by emerging actors across the continent today.

“Action without thought is empty; thought without action is blind” (Kwame Nkrumah). Nkrumah's sentiments describe a practice of leadership that is intentional and disrupts arbitrary borders and dividers to build a strong pan-African movement. Emerging actors today are leading change on the African continent by shaping a new vision and framework for African leadership. By understanding their stories, we deepen understanding of this framework.

In this chapter, we will share the stories of three individuals (chapter co-authors) who are exercising leadership at the intersections of grassroots organizing and political engagement, and in doing so, who are seeking to shift the status quo. Each practice-based account offers insight and firsthand accounting of how a rising generation is redefining leadership at local, regional, and transnational levels.

Drawing broadly from the technology frame (Davidson, 2002) and organizing vision perspectives (Swanson and Ramiller, 1997) which consider the business value of information technology as resulting from actors' efforts to make sense of new technology, the study applies Ojala's (2016) business model framework to examine how different sets of actors understand the value of blockchain within the healthcare sector.

To include the perspective of different sets of actors, the research combines a systematic literature review to capture academic research, semi-structured interviews with blockchain experts, with an analysis of blockchain healthcare vendors.

The study finds a high degree of congruence between the perspective of different actors, with key sources of blockchain value concentrated around value proposition, particularly enhancing privacy and security; value capture, specifically cost savings, and value network, mostly enhancing data accessibility and reducing intermediation. Value delivery is the least emphasized value creation mechanism and concerns primarily improvements in supply chain transparency. Minor variations between actors' interpretations of value exist, mostly around the contribution of blockchain to support the value proposition and include the provision of social value, the creation of trust, supporting automation and improving employment.

Recognizing that the value of new technology is as much the result of actors' interpretations, as the objective outcome of its deployment, this study takes a multi-stakeholder perspective to examine blockchain's business value and highlights new aspects of value associated with blockchain deployments. The findings include a value outcome framework that allows systematic comparisons between blockchain implementations across contexts.