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Significant advances in digital technologies impact both organisations and knowledge workers alike. Organisations are now able to effectively analyse significant amounts of data, while accomplishing actionable insight and data-driven decision-making through knowledge workers that understand and manage greater complexity. For decision-makers to be in a position where sufficient information and data-driven insights enable them to make informed decisions, they need to better understand fundamental constructs that lead to the understanding of deep knowledge and wisdom. In an attempt to guide organisations in such a process of understanding, this research study focuses on the design of an organisational transformation framework for data-driven decision-making (OTxDD) based on the collaboration of human and machine for knowledge work. The OTxDD framework was designed through a design science research approach and consists of 4 major enablers (data analytics, data management, data platform, data-driven organisation ethos) and 12 sub-enablers. The OTxDD framework was evaluated in a real-world scenario, where after, based on the evaluation feedback, the OTxDD framework was improved and an organisational measurement tool developed. By considering such an OTxDD framework and measurement tool, organisations will be able to create a clear transformation path to data-driven decision-making, while applying the insight from both knowledge workers and intelligent machines.

The aim of this chapter is to shed light on the perspectives of organizational innovation in higher education in light of socio-economic transformations as articulated in Vision 2030 for Saudi Arabia. A case study evaluating strategic innovation at the Arabian Gulf University (AGU) in Bahrain was conducted using Balanced Score Cards. A questionnaire was designed to capture enablers and barriers in organizational innovation in higher education. The chapter concluded that institutional inertia, limited implementation and evaluation processes are the key impediments for organizational learning and knowledge management. The study recommends to incorporate organizational innovation to foster entrepreneurship, strategic innovation and learning at higher education institutions (HEI).

Accelerators provide a way for entrepreneurs to capitalize on new knowledge and technology regarding sport. The advantage of accelerators is that they can utilize the wisdom of crowds in order to facilitate a quick introduction into the marketplace of new ideas. This is crucial in the competitive sport industry, which relies on utilizing knowledge intensive products and services for competitive reasons. Knowledge in a sport context can be hard to describe as it can refer to processes that enable better production processes. For this reason, it is useful to understand how knowledge is a source of power in the sport market and how it can be used strategically. This chapter focuses on issues such as knowledge management and knowledge hoarding as a way to gain a competitive advantage in the sport industry, thereby linking the research on accelerators to a knowledge perspective in the sport context.

The authors examine how firms can achieve organizational ambidexterity, that is, how they can successfully engage in concurrent exploitation of existing competencies and exploration of new competencies in their search for new products. Existing research has identified three enablers to manage these fundamentally different activities: temporal separation, structural separation, and the creation of context. Studying the strategic orientation, organization design, and performance of a unique sample of mid-sized German manufacturing firms, the authors find that the controlled interplay of decentralized decision making and formalized processes and goals is another effective means to manage the challenges of pursuing an innovation strategy balancing both exploitative and exploratory activities. The findings of this study suggest that this balanced control constitutes a fourth enabler of ambidexterity.

The last few years have witnessed massive artificial intelligence (AI) and gaming adoption that has navigated the emerging markets. Moreover, according to the WOG summit (world government summit report, by Nielsen) 2020 reports, AI with gaming mechanisms are expected to enrich marketing services in the coming future in the emerging markets. Countries such as India, China and South Korea contribute significantly to this area, and recent forecasting allows the need to increase in emerging markets. Similarly, these countries have a maximum number of youth gamers and AI-driven technology adopters. The adoption of AI-driven technologies and amplification of gamification in marketing services are new phenomena. Moreover, gaming and AI dynamics are relatively new in emerging countries and need greater attention. Thus, this book chapter proposes a dyad model that would explain users' and companies' perspectives to understand the role of AI and gamification for the emerging markets. The chapter will explain how AI-driven gamification helps the users of emerging markets. The chapter will also illustrate how companies in emerging markets use AI for gamification. Therefore, the dyad model would also comprehend the gap, opportunities and challenges in this area and the subsequent strategies to help all the stakeholders.

Tacit in the debate on sustainable growth and development is the recognition that dialogue, best practice sharing, peer review as well as evidence-based and coherent policies and strategies can effectively address the problem of inequality and exclusion worldwide. Central in the debate on sustainable development is the imperative of advancing equality in opportunities. This requires a careful focus on promoting societies’ and individuals’ worldviews, knowledge and skills conducive to their ability to recognise, seize and multiply opportunities that exist. Education plays the role of a key enabler in this process today. In this context the relevance and utility of advances in information and communication technology (ICT) boost. Their skilful use may enhance the efficiency of teaching and learning process, and, thus, may substantially contribute towards the goals and objectives associated with sustainable inclusive growth and development. This edited volume sought to shed light on this issue by exploring current ICT-driven developments and advances in the practice of teaching and learning worldwide. The rich collection of chapters and the variety of topics they address offer not only a good overview of the value-added ICT-enhanced teaching and learning generate but also, even if implicitly, an insight into the state of affairs in education today. Taking stock of arguments, findings and ideas presented throughout the book, the objective of this chapter is to place these ideas in the broader context of goal of promoting inclusive sustainable growth and development. The argument is structured as follows. First, the relationship between innovation, education and sustainable inclusive growth is outlined. By advancing the argument of the need to conceive education and its role in society in a holistic manner, a case for education as upbringing is made. Against this backdrop, it is argued that the agency of both the learner and the teacher/professor has to be brought back to the analysis if education is to regain its role of the major driver of change and innovation in the society, and indeed the key enabler of sustainable inclusive growth. Conclusions and recommendations for education systems in the post-truth era follow.

This work aims at investigating how different governments, and political contexts, perform public service organisations as hybrid organisations in the case of health social assistance care services. Run using qualitative methods (interviews and direct observation), it presents a descriptive comparative study upon five local PSOs, from five European countries, engaged in delivering services for people with autism. Analysing their developmental paths in the light of neo-institutional theories, the study points out that the trigger for the development of hybrid organisations lies in the users and governments have the crucial role of being the enabler of the process, within an evolving complex relationship between public sector and third sector, as well as society at large.