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The purpose of this paper is to explore the question regarding how the similar implementation traditions in two countries (Czech Republic and Italy) have influenced the implementation of activation policies in the frame of similar reform trajectories (decentralization and marketization) but different modes of governance (multilevel vs hierarchical).

Moving from a policy implementation studies approach, the paper assumes that substantive reforms and procedural reforms are mutually interdependent: activation policies often require changes in delivery structures while the changes in these structures influence the key substantive features of the activation policies. Further, implementation capacities and implementation traditions shape the real policies implemented.

Although the two countries compared are different in terms of the mode of governance emerging from the governance reforms, in both cases the gaps in coordination and implementation capacities have led to several implementation failures in the field of activation policies. In poorly developed active labour market policy (ALMP) regimes, activation governance reforms (such as decentralization and marketization) may not be effective due to enduring implementation gaps.

The paper is innovative since it develops a full‐fledged comparative approach by focusing on two countries with similar implementation traditions which contrast with different modes of governance. Furthermore, the findings put implementation traditions and capacities at the heart of policymaking.

The purpose of this article is to examine the relationship between the emerging European activation policies and the evolution of domestic activation policies and its governance. Drawing on the emerging Europeanization debate and comparative literature on activation, the crucial research question will be the following: is there a European Union (EU)‐induced convergence in domestic activation policies in the EU?

Following Bonoli's work, the article unpacks activation in two dimensions (human capital investment and employment market orientation) and looks at the trajectories of seven Organisation for Economic Co‐operation and Development (OECD) countries using OECD active labour market policy (ALMP) expenditure data.

The article argues that there is only limited EU‐induced convergence towards the employment assistance component of the EU hybrid model and similarly limited convergence can be seen with respect to the governance of activation policies. Although fully‐fledged explanations of such limited convergence go beyond the scope of this article, the paper puts forward two tentative explanations which should be tested with further research: first, the lack of convergence may lie primarily in the overall “softness” of the European Employment Strategy (which means, among other things, limited resources), but the lack of convergence may also lie in the lack of administrative capacities enabling member state governments to fully implement innovative activation policies.

The paper is innovative since it empirically tests the role of European policies and ideas in shaping domestic reforms of activation policies. Contrary to other findings, the article shows that there is a limited degree of convergence and that the role is particularly negligible with respect to implementation capacities of reformed activation strategies.

Employees in the private, public, and third sectors have experienced an increase in stress over the years. Amongst the sectors, people working in hospitals and other healthcare facilities were put under severe stress during the COVID-19 pandemic. Indeed, the World Health Organisation has clearly stated that defending people's mental health at this particular time of restless pandemic growth is an absolute necessity. The purpose of this article is to assess the perceived work-related stress (WRS) of healthcare workers (HCWs) as a result of the spread of COVID-19, as well as how a leadership role can help to reduce WRS.

Based on a multiple case study approach applied to two Italian health-care facilities, the questionnaire results were subjected to a regression analysis.

The results show an association in HCWs between the perception of supportive leadership and the perception of negative psychosocial risks whose exposure can lead to manifestation of WRS during COVID-19 pandemic.

The study addresses the role that the perception of supportive leadership can play in reducing exposure to occupational psychosocial risks in a sample of healthcare professionals.

Smart cities and their internationalization process and efforts in order to gain the competitive advantage in the international arena have received a great deal of attention by marketing scholars and practitioners alike. Yet, the growing number of studies focused on this topic has led to considerable fragmentation and theoretical confusion.

To move the domain forward, this study applies the systematic review methodology and reviews 41 peer-reviewed articles published in highly esteemed publication outlets.

Building on the antecedents–phenomenon–consequences framework, the authors discuss the antecedents and consequences of the various innovative marketing strategies that smart cities adopt for their internationalization and development of an international competitive advantage. In the process of doing so, the authors synthesize the findings of the studies as well as literature gaps that provide fruitful avenues for future research.

This article offers a systematic review of extant marketing research on smart cities and their efforts to internationalize. In particular, this study advances the conceptual development of smart city internationalization and innovation by a marketing lens, provides an integrative, international-oriented framework that maps the extant literature across disciplines and countries, expands the boundaries of this research domain into new research paths and offers implications for policy and practice.

Exploration and exploitation comprise one of the most well-known constructs in management and organization studies. However, there are three gaps in the extant literature on this topic. First, these studies focus mainly on large organizations and neglect small and medium-sized enterprises (SMEs) and new ventures. Second, when adopting a longitudinal perspective, the research typically consists of cross-sectional studies that fail to capture evolution. Third, the research focuses more on the role of antecedents and mediators of strategies that pursue exploration and exploitation than on the practices that embody such goals. In this chapter, we address these three gaps and complement the previous literature with a study of the growth of an SME from start-up to sale over a 19-year period (1993–2011). We depict the evolution of exploration and exploitation over time through an analysis of management system practices that employs a longitudinal perspective. We analyze the different roles that management systems have played in various stages of the growth paths of the organization. We show that the role of management systems in shaping exploration and exploitation only loosely depends on the design of these systems. The same management systems can fulfill an explorative function in one stage and an exploitative function in another, depending on how such systems are used. Conversely, across stages, the role of management systems typically changes from exploration to exploitation.

Despite a growing body of research on exploration and exploitation, scholars have tended to study the phenomena from a narrow perspective mostly within larger, well-established organizations. However, it is still far from obvious how top management within small-to-medium sized enterprises (SMEs) are to address the liability of newness and seek access to resources and capabilities relevant for the pursuit of exploration and exploitation. Resource sourcing and allocation decisions are particularly critical in SMEs and must be aligned with the firm’s fundamental strategic intent and growth model. For example, organizations following a stage model by first developing a domestic market and then expanding globally will require different bundles of resources and capabilities than organizations that are designed to conquer the global arena. Indeed, management systems will likely need to adapt across the firm life cycle such that it can fulfill an explorative function in the earlier stages and an exploitative function in later ones. Hence, early-stage ventures have to master the resource reallocation process which is contingent on their access to capital. Across the firm life cycle, venture capitalists can tap into the growth potential of early-stage ventures is a key factor behind their successful short-term innovative performance as well as long-term survival.

This paper aims to investigate the relationships between business slack resources and environmental performance and considers the possible effects that management commitment, corporate strategy to sustainability and innovation intensity can have on such interactions.

We performed partial least squares path modeling regressions on a sample of 697 non-financial listed companies worldwide, considering a time frame of 13 years.

Operational and financial slack resources are both detrimental to environmental performance in the short term. Nevertheless, financial slack resources are useful to boost innovation that enhances environmental performance. Environmental performance improvement seems to be more a matter of managerial commitment and strategic approach towards sustainability, rather than the availability of slack resources.

Due to literature shortcomings on which effects slack resources can have on environmental performance, this paper sheds some light on the topic while also highlighting the role of management commitment, corporate sustainability strategy and innovation.

Managers should use financial slack resources in innovation activities to improve environmental performance. In doing so, they need to create retaining earnings to offset any costs using financial slack resources.

Adopting a holistic and net of endogeneity analytical perspective, this paper highlights some virtuous and critical interactions between the managerial commitment and strategic approach to sustainability, the availability of slack resources, innovation intensity and environmental performance to understand which aspects may foster or hinder the ecological transition of businesses.

The purpose of this paper is to encourage a discussion of the implementation of management control systems (MCSs) in the MCS-strategy relationship. Borrowing from the literature on software development, the authors propose two archetypes of MCS implementation – waterfall and agile – and employ them to understand how the MCS-strategy fit unfolds over time.

The authors empirically ground the archetypes on two exploratory case studies based on the collection of extensive qualitative data.

The authors show that MCSs change not only in relation to strategy, but also in response to an autonomous source: implementation. These two implementation archetypes differ in their degrees of specification, in the ways in which the transitions among their implementation phases occur and in the sources and ways in which their feedback loops affect the MCSs; however, both shed light on the dynamic dimension of fit and show that the fit should be assessed over time.

The two archetypes are derived from two exploratory cases. Further research may both strengthen the framework by testing the validity of the archetypes for a wider set of empirical cases and enrich the framework by investigating the determinants of agile and waterfall MCS implementation.

The introduction of MCS implementation to the determinants of fit or misfit provides practitioners with a further interpretation and an action driver for fit or misfit. MCS implementation should be coordinated with the pace of change of strategy and should be changed in relation to the possibility for an organisation to move from a process- to a people-centred system (or vice versa).

The authors propose two archetypes of MCS implementation, both of which support the empirical interpretation and theoretical reconceptualisation of the concept of the MCS-strategy fit in terms of dynamic fit.

This chapter examines La Vía Campesina’s strategy of consolidating strategic alliances in its global struggle to build food sovereignty. After discussing some of La Vía Campesina’s initial challenges in working with nongovernmental organizations we focus on two case studies: first, La Vía Campesina’s work with Veterinarios Sin Fronteras, based in Spain, and second, the International Planning Committee on Food Sovereignty. In both cases we analyze some of the convergences and divergences experienced by the social actors in efforts to build strategic alliances.

With a particular focus on cultural understandings and the concepts behind welfare policies, the purpose of this paper is to analyse commonalities and dissimilarities in the patterns of social policy, and more precisely youth unemployment policies, in Sweden and Germany.

A document analysis of Swedish and German youth unemployment policies was conducted with regard to how the two welfare regimes’ policies define the underlying problem, the instruments through which this problem is tackled, and the aim of youth activation policies.

The findings show congruency concerning the definitions of the problem of youth unemployment, in which the unemployed are regarded as lacking in discipline, as well as in the policies through which the problem is tackled: through conditionality and pastoral power as policy tools. The solution of the problem on the other hand, found in the notion of the ideal worker to be produced, diverges between active entrepreneurs in one country, and blue-collar workers in the other. The authors conclude that the introduction of supranational policy concepts is not a matter of mere implementation, and that concepts like activation are reinterpreted according to differing cultural ideologies and accommodated into the context of particular welfare states.

This paper provides an innovative framework for the understanding of the influence of cultural understandings on policy making, but also on challenges facing activation governance on the one hand and European Union policy initiatives and transnational policy diffusion on the other.