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It is argued in this introductory article that the contemporary trend of “reinventing governance”, which began in the 1990s, has continued to expand globally to encompass many developing nations. However, there is no uniform and universal paradigm of government reinvention. In fact, there are certain cross-national and inter-regional differences, especially between developed and developing nations, in terms of the basic tenets, rationales, and implications of such reinvention. After presenting brief summaries of articles covered in this issue of the journal, it is suggested that due to unique contextual settings and people’s needs in developing nations, this reinvention model itself has to be reinvented or revised in order to make it relevant or useful to these countries

During recent decades, there has been a significant transition or “reinvention” in the mode of state governance in both developed and developing nations. In line with this global trend, most Southeast Asian countries have restructured the traditional state-centric mode of governance or the so-called “developmental state” in favor of market-led neoliberal reforms and policies, often under external pressure or persuasion. This new mode of state governance favoring global market forces has serious implications for economic sovereignty and self-reliant development in the region. In this regard, this article attempts to examine major domains and directions of reinvention in governance in Southeast Asian countries. It also explores the critical impacts of this recent market-driven reinvention on the economic sovereignty and self-reliance of these countries

The purpose of the paper is to present and critically discuss the findings of the ESRC-funded HS2020 project. The aim is to discuss the retail-led change that has happened to the High Streets that participated to the project that, in some cases, is revolutionary and is leading to the reinvention of the place. To do so reference is made to various retail change theories discussing both institutional and consumer-led change.

This is a discussion paper on the findings of the HS2020 project.

The major finding reported in this paper is that the reinvention is a natural learning process that involves the comprehension of change and the development of knowledge that will lead to the reinvention of the High Street.

The findings of the research are based on data that were collected from a total of ten towns across the UK.

The paper suggests that to reinvent the High Street the stakeholders that are involved in the place decision-making processes they should embrace the change as a natural development and try to understand and learn from it rather than resisting to it. The HS2020 project provides a comprehensive guide of the areas that change can be managed and if it happens it can facilitate the reinvention.

The paper is relevant to the academic community, as it offers insight to the theories of retail change, and to the practitioners, as it provides evidence as to how to deal with the change that happens to the High Streets.

The purpose of this paper is to explore the way of how teaching in general and teaching of mathematics in particular can be reinvented by drawing on the perspective of pragmatism. Drawing on long‐standing traditions of John Dewey’s “laboratory model” of learning to teach and Charles Peirce’s semiotic view of scientific inquiry, the design of the lesson study can be reframed or extended through the methodological orientation to reinvention.

The theoretical framework of reinvention for lesson study, following a pragmatic approach, might offer a methodological orientation for mathematics teachers to foster increased self‐awareness in improving their own practices. The conceptualisation of such an orientation, which leads to the reinventing of teaching in mathematics classrooms, begins with an examination of two pragmatic theories: Dewey's concept of experience and Peirce's concept of practical belief and judgement. The methodological orientation for reinvention grounded on these concepts will then be outlined and elaborated.

Reinvention is a productive “triad of change” through which new possibilities of facilitating the student's learning can be created. Teachers will experience such change by experimenting with their students. In the context of teaching mathematics, reinventing teaching involves the action of an agent carrying out the conversions of mechanisms which bring forth a change of language, the transformation of gaze, and the moulding (the metamorphosis) of the individual who does the act of teaching.

The paper offers a theoretical framework of reinvention for lesson study through which teachers’ self‐awareness can be enhanced by improving their own practices. Through the undertaking of pedagogical experiments, teachers are becoming more aware of the need to learn from the learners in order to teach more effectively through the reinvention and unlearning of their own teaching.

Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.

Digital reinvention combines the capabilities of multiple technologies, including cloud, cognitive, mobile and the Internet of Things (IoT) to rethink customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

The most successful digitally reinvented businesses establish a platform of engagement for their customers, with the business acting as enabler, conduit and partner

For successful digital reinvention, organizations need to pursue a new strategic focus, build new expertise and establish new ways of working.

The article offers a blueprint for digital reinvention that involves rethinking customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

Political reorganizations like that of the national performance review in the USA fundamentally alter hierarchical relations within public agencies. This paper includes a set of formal exercises to examine two logical consequences of reinvention: the increased likelihood of coordination failures, and the reduction in political leaders' hierarchical status in the organization.

These effects are discussed in the context of a substantial change in the public organization of health services: the alteration of the US Department of Health and Human Services' structure.

The paper argues that reinvention fundamentally alters the power and status of political appointees, the standing of top leadership, and the likelihood of conflict resolution within the organization.

This is the first paper to use historically important methods of understanding conflict resolution in organizations to the most important reform effort in American public administration in the last 30 years.

In 1999, Hewlett‐Packard Company (HP) began the reinvention of the entire company to provide an infrastructure which would respond to the demands of an ever‐changing industry. This paper presents an indepth case study of the successful partnership between HP’s US Field Sales Office Facility Maintenance support team and Trammell Crow Corporate Services. The initial goal was to achieve a more efficient method of managing facility operations and maintenance. HP created the programme focus, touch points, processes and strategies. What happened was a complete reinvention of the methods that HP uses to accomplish facility support. While traditional maintenance models will always have their place in industry, this case study provides evidence that there are incredible benefits available for those industries that have the courage to change in radical ways.

A good corporate image is important to organizations. However, little is elaborated on how organizations can work on their images. This study seeks to explicate the types of image management before, during, and after a crisis through the development of the crisis pre‐emptive image management model.

Integrating insights from communication and marketing literature, this paper uses cases from the USA, Europe and Asia to make the concepts come alive.

At each stage of Wilcox and Cameron's crisis life cycle, different types of image management can take place. At the proactive stage are image creation and maintenance; at the strategic stage are image strengthening and transformation; at the reactive stage is image repair; and at the recovery stage are image renewal and reinvention.

This paper is a comprehensive examination of the types of image management that organizations can consider as they seek to solidify their images at different stages of the organizations' existence.

This study demonstrates what organizations can do to communicate their desired images through multiple platforms with the aim of heightening their awareness of the profound effects lingering images have on the organization.

While certain concepts like image creation and maintenance and image repair have been explored before, this paper introduces new concepts like image strengthening, image transformation, image renewal, image reinvention, and enduring image with the view of demonstrating how image can work for or against the organization.