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The chapter pays specific attention to the organizing and reorganizing process of the embedding of new technology. The aim is to increase the understanding of how a focal technology is incrementally aligned into a customer’s different business settings. Embedding becomes subject to intense organizing efforts. It becomes a struggle with activating different features of the focal technology by forging and modifying the resource interfaces between the focal technology and customer resources.

The organizing efforts are about seeking, in an explorative mood, for resource interfaces between the focal technology and the customer resources. This organizing process enables the identification of new adaptation opportunities for technology embedding processes, whereby the focal technology obtains certain feature and values.

A systematically developed knowledge of resource interfaces is a key for activating different features of the focal technology and thereby facilitating its embedding into the customer’s various business settings. This is described in a single case study in the chapter. This case and the analysis show how a supplier and a customer struggle with developing resource interface knowledge to activate the different features of the focal technology, thereby facilitating its embedding process. The first part of the chapter establishes a theoretical framework, followed in the second part by the case study and analysis. The concluding discussion emphasizes the importance of understanding and managing various interfaces as part of the organizing processes.

This case talks about the role that can be expected to be played by a disabled woman in an organization and shows how a disabled woman can assume a leadership position and be a role model.

This case identifies the qualities that help a person from a minority group succeed in the corporate environment; examines the contribution that a disabled person, especially a woman can make to an organization; analyzes transformational leadership; assesses the importance of inclusive design in today’s products; and recognizes the corporate role in ensuring an inclusive culture that encouraged disabled people.

The case “Sumaira Latif at P&G: pioneering inclusive design and accessibility to all” provides an in-depth look at the efforts of Sumaira “Sam” Latif (she), Accessibility Leader at P&G, to incorporate inclusive design in the company’s product packaging. Sam – a blind woman and mother of three – had always struggled to use various everyday products. Her personal struggles drove her to find ways to fix such problems for people with disabilities. So, after a decade of experience at P&G, when she got an opportunity to interact with the top management, she convinced them that catering to the disabled was not charity, but a smart business move. Sam also put forth the role she could play in helping P&G make products with an inclusive design. Impressed with her, P&G made her Special Consultant for Inclusive Design, a position specifically created for her. Sam created the widely lauded tactile indicators which helped the blind differentiate between shampoo and conditioner bottles. P&G then promoted her to the position of Company Accessibility Leader, wherein she played a pivotal role in bringing inclusive design to more of P&G’s products. Sam also played a critical role in making P&G adopt certain technologies to help the blind shop for the company’s products independently, apart from ensuring that all P&G ads were audio-described. However, Sam had an ambitious vision to infuse inclusive design into all products, which required her to bring about a culture change in the CPG industry. She was also faced with the predicament of how to ensure that audio-described ads became a media buying standard, considering the wide-scale resistance to it. How can Sam succeed in making the CPG industry develop inclusive design, the way she convinced P&G to do it?.

Graduate and post-graduate programs.

Supplementary materials Teaching Notes are available for educators only.

This paper's aim is to study the tribological properties of hyrid monolayer composited by γ‐mercapto‐propyl trimethoxysilane (MPTS) and γ‐methacryloxy propyltrimethoxysilane (MPTES), and estimated the action mechanism.

MPTS‐MPTES were self‐assembled on a hydroxylated silicon substrate to form a two‐dimensional hybrid monolayer. Atomic force microscope (AFM), X‐ray photoelectron spectrometry and contact angle measurement were used to characterize the MPTS‐MPTES hybrid self‐assembled monolayer (SAM). The macrofriction and wear behaviors of the film sliding against an AISI‐52100 steel ball were examined on a unidirectional friction and wear tester, and the worn surface morphologies were observed on an AFM.

The tribological results show that the friction coefficient of silicon substrate reduces from 0.86 to 0.18 after the formation of the MPTS‐MPTES hybrid SAM on its surface, and the thin film has a long wear life (2,620 sliding pass). It is demonstrated that the MPTS‐MPTES SAM exhibited good wear resistant property with a low friction coefficient, and the superior friction reduction and wear life were attributed to the low surface energy and the characteristics of the hybrid SAM.

The film's tribological performance under dynamic load is not estimated.

A hybrid monolayer with superior tribological property was synthesized on a silicon substrate by self‐assembly process, and maybe it is the potential solution for micro‐electromechanical‐system lubrication.

This paper provides a study way of hybrid SAM on a silicon substrate as lubricating coating.

This paper aims to explore some of the contextual reasons for the failure of key or strategic account management (K/SAM) programmes. It will discuss how organisational context impacts the implementation and effective operation of such programmes in business-to-business markets. The paper looks at the issues affecting K/SAM programmes rather than the management of individual relationships.Organisational context shapes the work environment (Rice 2005, Porter and McGloghlin, 2006): it is comprised of those elements that drive behaviour and facilitate or impede management processes (Goodman and Haisley, 2007). The literature prescribes a wide range of contextual elements conducive to K/SAM processes, but is less expansive on the subject of elements that may cause K/SAM programmes to disappoint.

This work in-progress paper takes an inductive approach to material provided by surveys of K/SAM communities and their discussions in LinkedIn special interest groups or similar forums to develop a model to give structure to the organisational context issues which may be responsible for K/SAM failure.

From an initial reading of the literature, two broad categories of factors were identified as elements of organizational context: what might be called the formal or “hard” elements supporting K/SAM programmes and the “soft”, more informal and partly cultural elements that “moderate” or “intervene” in implementation. A model is developed to illustrate the linkages between organizational elements in K/SAM.

Although a pilot study, we believe that valuable insights into KAM failure are provided by the study. The next stage will include a co-operative inquiry approach based on this data, in which participants will actively validate and develop the model by exploring it within their organisations.

The paper draws out a number of significant implications for managers.

The existing context within which attempts are made to implement K/SAM have received little attention and often are ignored or remain “unspoken”. This paper addresses those important issues.

Despite increased focus on the importance of the time principals spend on instructional leadership, there is little research on practical ways to help principals manage their time to achieve this goal. The purpose of this paper is to examine the implementation of the school administration manager (SAM) process: a unique program designed to help principals orient their time toward instructional activities.

This mixed-methods study combines data from multiple sources including: case studies of four districts that involved interviews with principals and program staff in 16 schools; interviews with network-level staff and administrators; a survey of 387 principals and 378 program staff; and time use data collected by shadowers as well as a time-tracking calendar system for 373 principals.

Principals and their teams implemented the SAM process with relatively high fidelity. In addition, most participated in the program to increase time spent on instructional tasks. Indeed, principals’ time use shifted from managerial to instructional tasks as they implemented the program. However, there were important challenges related to the time and personnel resources required to implement the program as well as questions about the quality of the instructional leadership time spent.

This study describes not only time allocation, but also a process through which principals intentionally sought to shift their time toward instructional leadership activities. The insights gained from the implementation and outcomes of this process provide concrete direction for policymakers, practitioners and researchers looking for ways to change the time principals spend on instructional leadership.

Determining the proper sample size and frequency of sampling such that quality is assured while financial losses are not unnecessarily incurred is critical to an effective quality program. The main purpose of the present work is to design a fuzzy controller to adjust sample sizes and frequency of sampling according to potential fuzzy benefit/loss. A set of fuzzy rules is given where, depending on the antecedents, the sample size and/or sampling frequency may be decreased, remain static or be increased. At any given moment the proportion of defects in the sample determines the firing strength of the rules suggesting an appropriate sample size and sampling frequency. The firing strength is then modified to include an analysis of the decision maker’s belief that as sampling takes place and adjustments are being considered benefit or loss would be incorporated prior to any action or adjustment to sample size and/or frequency.

This study aims to explore the dynamics enabling strategic account management (SAM) to function as a value co-creation selling model in the pharmaceutical industry.

Using an inductive qualitative research design, data are collected within 11 industry customers in Canada. This work focuses on hospitals as strategic accounts of pharmaceutical companies, exploring SAM value co-creation in the “hospital-pharmaceutical company” relationship.

The findings suggest the presence of two key dimensions that can enable a value co-creation SAM model in the hospital-pharmaceutical relationship: “customer-tailored value-added initiatives” and “relationship enhancers”. Customer-tailored value-added initiatives explain the activities that are central to the hospital-pharmaceutical company relationship and can lead to the provision of value added that is unique to the hospital. Relationship enhancers explain the activities that can help strengthen hospital-pharmaceutical company relations in the pursuit of enhanced value-added interactions between the two parties. The research demonstrates a cyclical relationship between “customer-tailored value-added initiatives” and “relationship enhancers”, leading to value co-creation through a SAM model.

The study informs pharmaceutical industry practitioners on how to improve their value proposition through new, more sustainable selling practices. It offers information on implementing a value co-creation SAM model, which can enable pharmaceutical companies to sustain long-lasting value-added relationships with key accounts such as hospitals.

The study contributes to the field of SAM by conceptualizing SAM as a value co-creation system. It introduces new knowledge in pharmaceutical marketing by offering empirical insight on the applicability and use of SAM in the hospital-pharmaceutical company dyad.

The purpose of this paper is to provide an empirical account of a social accounting technology applied within a New Zealand Local Body Authority and reflect on “assemblages” that enable change for sustainability thinking at the organisational level.

The paper presents a case using semi‐structured interviews to track six sustainability assessment model (SAM) applications over a two‐year period. The diversity of applications ranged from large infrastructure projects such as transport through to libraries and meant the SAM was operational under a variety of organisational settings.

Evidence found suggests that the SAM influenced mental models of participants, fostered more reflective and inclusive accounts, changed organisational decisions, and resulted in tangible change. However, managers vulnerable to voting influences later changed their criteria on which the SAM was evaluated and in turn rendered it “technically inadequate”. Further findings indicate the role of accountants and legislation were salient enabling “assemblages”. Such findings support the assertion of in‐depth case studies and multiple applications of a social accounting technology being required to make visible important factors in enabling sustainability thinking.

The paper explores the process of change implicated with SEA technology engagements beyond a “success” or “failure” label by examining empirically the enabling features implicated in sustainability thinking. In doing so the paper responds to a lack of in‐depth engagements of social accounting technologies in the organisational environments they were designed for and provides a basis for theorising SEA technologies.

To study the interface properties of anisotropic conductive adhesives (ACAs) and improve the electrical properties of ACA joints as a replacement for Sn/Pb solder in the electronics industry.

In this study, different types of self‐assembled monolayer (SAM) compounds were introduced into the interface between the metal filler and the substrate bond pad. The formation of these SAMs on gold and silver surface and their thermal stability were investigated by measuring the contact angles with water of these SAM coated surfaces. The SAM compounds used had either hydrophilic or hydrophobic tail groups, and included octadecanethiol (ODT), mercpatoacetic acid (MAA), 1,4‐benzenedithiol (dithiol) and malonic acid (acid M). Epoxy resins with two different curing temperatures were used as polymer matrices for the ACA formulations. The electrical properties of ACA joints containing these SAMs were studied by measuring their current‐voltage relationship.

The results show that SAMs can be successfully coated onto specific metal surfaces, depending on the affinity of their functional groups with the specific metal. The SAM treated ACA joints show much lower resistance at the same applied current than non‐treated joints, and the effect on the low curing temperature epoxy matrices was more significant. Nano‐Ag filled ACAs show more significant improvements in their electrical properties due to the greater surface area and higher surface energy of nano‐particles and consequently their higher thermal stability when coated with SAMs.

This paper is the first to use functional organic monolayers to enhance the interface properties of electrically conductive adhesives and, in particular, for ACAs.

The purpose of this paper is to explore in depth the mechanisms that organizations use to keep their innovations secret. This paper examines how, when and why secrecy appropriation mechanisms (SAMs) can enable innovators to appropriate value from their innovations.

Building from an extensive literature review of innovation and secrecy, the paper presents a number of implications for theory and research in the form of testable propositions.

This conceptualization proposes that SAMs can have both positive and negative effects on a number of organizational dynamics. SAMs involve tradeoffs, and the key to understanding whether they create value to organizations lies in understanding that these tradeoffs exist and the nature of these tradeoffs.

While most managers recognize the importance of secrecy in innovations, many struggle with the practical challenges of doing so. The paper presents guidance for managers to overcome these challenges.

This paper adds to previous research that has identified secrecy as an important appropriation mechanism for firms by digging deeper into the details of SAMs and exploring their sources, characteristics and effects.