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The paper aims to identify the relationship between the use of storytelling and innovative work behavior (IWB) in organizations.

The research took place in a human resource development (HRD) training session for leaders of Alpha Group. In this session, storytelling was adopted to discuss innovation and IWB. Following the training, the leaders completed a questionnaire about the effectiveness of the stories for the construction of knowledge and IWB. Data were collected from 97 leading sectors. Subsequently, data analysis was performed to identify correlations between the aspects.

The paper provides empirical insights about the use of storytelling, the effectiveness of the stories, as well as their relationship with the innovative behavior of sectors leaders in a Brazilian organization. It has identified the relation between effectiveness of stories and level of innovative behavior.

Owing to the chosen research approach, the research results cannot be generalized. Because it is a study of a single organization, the results concern to the reality experienced in the organization studied. Therefore, researchers are encouraged to test this relationship in other organizations to contribute to the discussion and practice of innovation in HRD.

Stories can contribute to innovative behavior, and innovative behavior contributes to helping understand the stories. HRD practitioners can provide the use of storytelling, combined with other forms of interventions, to enhance IWB to promote collaborative learning culture and work engagement.

Previous papers have identified the role of HRD in the development of IWB in organizations. Theoretically, previous papers have also highlighted that storytelling can be a tool for the development of innovative behavior. The paper empirically has tested these contributions, identifying emerging aspects of this relationship.

As a sector, higher education is at the low end of innovation rankings. The challenges we face – demographic, technological, political, and pedagogical – will require sustained innovation at a strategic level. Recent research with mature companies has identified exemplars in strategic innovation (e.g., O’Connor, Corbett, & Peters, 2018). This work explores whether – and how – higher education institutions might adapt insights from the corporate sector for strategic innovation in teaching and learning.

The introductory section provides an overview of the nature of strategic innovation (and why it is hard to sustain), strategic issues facing higher education, and the status and challenges of sustaining strategic innovation for teaching. The next two sections describe insights from research with corporate exemplars of sustaining strategic innovation. Each section uses a scenario from higher education as a proof-of-concept test to explore the application of the corporate sector insights for strategic innovation in higher education teaching and learning.

The final section of the chapter discusses the planned next steps to prototype and test adaptation of these corporate sector insights with institutional innovation leaders in higher education, as well as additional potential sources of insights (from other research in the corporate sector and from strategic innovation in the public sector).

Purpose: This chapter aims to lay out the issues regarding the world of digital currencies, private and central bank digital currency (CBDC). In that connection, the authors want to, as much as possible, systematically present the terminology, examples of various digital currencies and the technology behind that phenomenon. The chapter also highlights the occurrence of CBDC and the possible implications of its introduction to day-to-day commercial banking practice, possibly taking the payment systems and transactions alternation, balance sheet and profits’ issues into consideration.

Need for the study: Digital currencies already have and are also soon going to have an enormous impact on society as such, where payments for everyday goods and services are taken on a whole new platform and level, in the sense of how the payments are made and payment systems are constructed, as also in the sense of quantity, as the number and sum-wise payments carried out via such platforms are growing.

Methodology: A triangulation method, a mixed qualitative methodological approach was implemented, so the research offers a synthesis of previously published contributions in this field, followed by deductive and inductive reasoning interconnected with descriptive and comparative analyses.

Findings: As digital currency already have a vast impact on payment systems and modes of payment, the CBDC, an imperative of today and not the matter of the future, will have implications for commercial banks, probably in the field of lowering banks’ commissions, no big customer data-selling ability, accumulating the deposits and deposit policies and credit policies due to higher funding costs for banks. There is an interwovenness among the central bank activities, bank customer’s behaviour and commercial bank activities. Therefore, the change of payment and spending behaviour of customers because of central banks’ introducing novelties will also have consequences for the banking industry.

Practical implications: The choice to handle cash or digital currency will be obsolete, and an individual’s or a firm’s financial knowledge must be upgraded in the field of new money using angles. The issue of digital currencies and CBDCs are no longer a matter of choice but are becoming a new reality. Therefore, it is necessary for the common public, economy and banking system, especially now carrying out most of payments and transfers of money, to study this field and foresee the possible consequences and risks emerging.

This study aims to investigate how, in forming their policy towards open data (OD), art museums interact with the OD ecosystems they are part of, comprising internal and external components such as cultural policy, legal frameworks, user groups and economic conditions and incentives.

The authors structure their research as a multiple case study based on three OD ecosystems, each defined by a mid-sized European art museum at its centre. Qualitative analysis of the case studies proceeds from interviews with museum management staff and policy-related agencies in three European countries, in addition to document analysis.

The results of this study suggest that museums are sensitive towards their environments and respond to their ecosystem based on what is communicated within their networks. However, museums are not effective in communicating with their users, limiting the informational interdependence necessary for well-functioning OD ecosystems. EU policy appears to be a driving force along with national financial incentives, though institutional conditions are limiting progress. Advancing the field relies instead on an epistemological shift to understand the museum as part of a larger information network.

As the first comparative case study of art museum OD ecosystems that the authors are aware of, the study provides a qualitative analysis of the complex dynamics impacting OD policy within the mid-sized art museum. The authors identify specific dynamics that are thus far restricting further development of the OD ecosystem of the mid-sized European art museum.

Purpose: The purpose of this study is to analyze the changes organizations can adopt to move beyond budgeting. We show how these changes can be understood as modes of adaptive performance management that explains the ways in which organizations move beyond budgeting to become more adaptive. The proposed modes are then used to derive propositions for future research.

Methodology/approach: We follow a conceptual approach through an analysis of the beyond budgeting principles using the management and systems literatures on radical decentralization. We theorize how organizations can enhance their adaptability to environmental uncertainty through changes to their management structure and control processes.

Findings: We show that organizations can move beyond budgeting by decentralizing within or beyond their management structure and modifying or removing their budget-based control processes. We propose that beyond budgeting can be conceptualized as four modes of adaptive performance management: better budgeting, advanced budgeting, restricted budgeting, and nonbudgeting.

Research limitations/implications: The four modes of adaptive performance management can be used in future research to consider how changes to management structures and budget-based control processes can enhance the organizational adaptability needed to manage environmental uncertainty.

Practical implications: We show that while the nonbudgeting mode may be most suited to organizations facing high levels of environmental uncertainty, organizations facing low–to-moderate levels of environmental uncertainty can achieve sufficient levels of adaptability with less extensive changes to management structure and budget-based control processes.

Originality/value: The four modes of adaptive performance management reflect different approaches for dealing with environmental uncertainty. Positioning nonbudgeting as one mode and identifying alternate modes of adaptive performance management provides a basis for comparing and understanding the changes organizations make to move beyond budgeting.