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This chapter examines the impact of smart city projects on the economic and business environment, with a specific focus on their potential to foster innovation and entrepreneurship. It highlights how smart cities create an enabling environment for new businesses, start-ups, and promotes gender and green entrepreneurship, while enhancing urban properties and contributing to the overall entrepreneurial ecosystem. The exponential growth of smart city projects worldwide has underscored the critical relationship between smart cities and the entrepreneurial ecosystem for city prosperity and competitiveness. This chapter explores the interplay between smart cities and the economic environment, emphasizing their role as hubs for innovation and business creation. It analyzes the influence of smart city ecosystems and economic factors on local growth and economic outcomes, drawing on international research and factual data. This chapter evaluates the economic outcomes of smart cities, including their impact on the economic environment, business creation, start-ups, innovative and green companies, as well as gender entrepreneurship. This chapter emphasizes the significance of smart city implementation in driving economic advancements within both the urban and economic landscapes. Finally, this chapter concludes by presenting a conceptual framework that synthesizes the insights gained, providing a comprehensive understanding of the economic impact of smart cities and offering a roadmap for further exploration of this topic.

This paper discusses the lives and contributions of five key members of the Management History Division: Arthur G. Bedeian; Alfred A. Bolton; James C. Worthy (now deceased); Charles D. Wrege; and Daniel A. Wren. Each has proved himself a teacher and intellectual leader in matters of fundamental concern to management history.

This chapter focuses on the competitive outcomes of present-day smart cities. It explores how cities can leverage economic and internal advancements to gain a competitive edge over other cities, and attract and retain both internal and external users. In the 21st century, cities engage in a global competition to attract citizens and businesses alike. The attractiveness and competitiveness of cities are directly linked to their ability to offer essential services that support growth opportunities, build economic value, and establish a competitive differentiation. Cities with advanced and innovative environments are more likely to maintain leading positions in an increasingly globalized world. Building upon the previous discussions on urban and economic outcomes, this chapter sheds light on the competitive outcomes of smart cities and the implications of global competition and city attractiveness for internal and external users. This chapter begins by examining the role of marketing innovation and internationalization in driving smart city development and how urban ecosystems and digital technologies can enhance city attractiveness. It emphasizes the importance of being a smart destination for both internal and external users and how it can empower and shape interactions with citizens, talent, companies, and tourists. Additionally, this chapter analyzes the geographical differences in smart city strategies and explores the competitive landscape of smart cities within and across nations. Finally, it discusses the limitations of competitive urbanism, along with the challenges and future prospects of smart city development. This analysis is supported by data and published works from international journals. Overall, this chapter aims to comprehensively understand how cities can leverage smart technology and strategies to enhance their national and global positioning.

This paper reports the results of a Management History Division survey within the Academy of Management which investigated the current status and future direction of management history teaching in the management curriculum and the role and direction of the Management History Division in general. Comparisons were made to a similar 1989 survey. While management history as a separate course remains elusive, management history continues to be taught in other mainstream management courses. The role of the Management History Division is seen as critical in encouraging others to teach management history. Significant accomplishments have been made in this area since the earlier survey including an expanded Executive Committee, a revised newsletter, new awards for service in the field, and the initiation of the Journal of Management History as an outlet for publication in the field.

The concept and importance of supply chain management (SCM) has been introduced and described at length in the literature. Several mostly conceptual definitions of SCM were found. To classify these multiple definitions and extend SCM to include a process orientation a conceptual model of SCM evolution was developed. This research proposes that SCM is an evolving concept with individual firms at different stages in their adoption of the concept. In its most advanced form SCM is not a subset of logistics but is a broad strategy which cuts across business processes both within the firm and through the channels required to reach the customer and involves the firm's suppliers. Thus SCM as a concept is organization‐wide; not logistics‐specific. An exploratory study of purchasing professionals was performed and it was determined that their definitions of SCM focused on developing relations with suppliers including partnerships. SCM provided purchasers multiple benefits including improved supplier coordination. This improved coordination resulted in greater commitment to long‐term supplier relations, with a focus on reducing cost to the buying organization.

This volume outlines a new framework for analysis of democratic participation and economic growth. The new framework joins two past traditions. Their background histories are clearly separate. Democratic participation ideas come mostly from Alexis de Tocqueville, while innovation/bohemian ideas driving the economy are largely inspired by Joseph Schumpeter and Jane Jacobs. New developments building on these core ideas are detailed in the first two sections of this volume. But these chapters in turn show that more detailed work within each tradition leads to an integration of the two: participation joins innovation. This is the main theme in the book’s third section, the buzz around arts and culture organizations, and how and why they are critical drivers for the new democratic politics and cutting edge economies. Buzz enters as a new resource, with new rules of the game. It does not dominate; it parallels other activities which continue.

The paper aims to explore to what extent policy makers can create a “creative city”, that is, an urban environment capable of generating creativity, innovation and thus economic growth.

The paper is set up as an interview with Richard Florida and his mentor Jane Jacobs, two of today's most famous specialists on urban development.

The main conclusion from the double interview is that a creative city cannot be built from scratch; however, both Florida and Jacobs argue that it is still possible to build for the creative city.

The paper documents the viewpoints of just two urban specialists whose original views, however, have influenced and will influence the debate on creative cities.

The interviewees in this paper offer illuminating insights and practical clues for policy makers wanting to contribute to the development of a creative city.

This is the first double interview with Florida and Jacobs offering policy advice in the field of creative cities. The paper also shows that the views of both authors are complementary.

In the seemingly perpetual battle among cities to secure economic growth, one strategy has gained increasing credence of late: luring the Creative Class. The argument, promulgated by Professor of Economic Development Richard Florida (2002a, pp. 4–5), suggests that human creativity is now the “decisive source of competitive advantage” and cities can thrive by tapping and harnessing such creativity. The primary ingredients in this sweeping recipe for urban success are a group of young, mobile, diverse, ‘creative’ professionals, who constitute a social class of their own, according to Florida's popular book, The Rise of the Creative Class (2002). This Creative Class – if cities can attract and retain it – operates as its own economic machine, producing jobs, enhancing productivity, and increasing the overall well being of the city, Florida argues. From an urban economic development perspective, the role of the city is to create the conditions in which this Creative Class and associated industries can flourish.

Adults with autism spectrum disorder (ASD) experience significant health-care disparities across physical and mental health domains resulting in poorer health and quality of life. Poor transitions to adult care negatively impact the health of adults with ASD. Current research focuses on personal factors in research samples that lack diversity. The purpose of this study is to examine the lived health-care experiences of geographically and ethnically diverse young adults with ASD in adult care settings in the USA to understand provider and system-level factors affecting their health.

Nine caregivers of young adults with ASD participated in key informant interviews describing their experiences in navigating the health-care system. Data were analyzed using a grounded theory approach.

The data indicated that limited quantity of services, poor quality of services, and high cost of services had a negative effect on the health of adults with ASD. Issues cascaded to become more complex.

Practical implications for payors, providers, persons with ASD and their families are discussed in this paper.

To the best of the authors’ knowledge, this study answers the call to better understand system-level factors affecting the health of geographically and ethnically diverse people with ASD.

The purpose of this paper is to share how a professional service firm transposed Richard Florida’s “Creative Class” concept from the urban environment into a corporate one for the purpose of organisational change. The validity of Florida’s concept is not here reviewed; rather, the paper is a case study on how his theory – that talent, technology and tolerance compose the high-value triptych driving a city’s growth and attractiveness – can be appropriated by HR to trigger profound changes in corporate governance and culture.

The paper provides a return on experience of a project that was implemented at Mazars, an international mid-cap of 20,000 people in 86 countries, over the course of one year. Approximately, 50 individuals participated in the initiative, lead by the firm’s HR leadership team, which used an under the radar approach based on a revamped version of Owen’s Open Space Technology. From an academic perspective, the approach is inspired by Argyris’ action science, and more specifically a derivation of the “double loop learning” where the initial intent of the research might be modified by intermediary findings.

The paper offers a model for identifying the members of the “creative class” in a corporate environment and a tested approach for integrating the “creative class” into the exclusive and institutional exercise of setting strategy. The cumulative effect of this “unofficial” operation is the creation of unique thought leadership and projects, some of which have now been officially adopted in the four-year strategic plan and institutionalized in the new governance system, results difficult to achieve through conventional approaches.

The case study, which is still in progress, has been implemented in a non-conventional organisation in a very specific industry.

To the authors’ knowledge, this is the first application of Richard Florida’s urban renewal theory in the corporate environment. This is an example of innovative HR management responding quickly and effectively to the digital, disrupted business landscape. It is designed in the modern managerial spirit of test-and-learn, structured as an agile initiative in an open-source world. It provides a prototype to be replicated and tested in other environments.