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This paper seeks to present findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study aims to examine changing people management practices as the case company undergoes industry‐typical strategic change to embark on explorative innovation and it seeks to argue that maintaining an organisational context conducive to innovation over time risks turning into a contest between management and employees, as both parties interpret organisational pressures from their different perspectives.

A single case study design is used as the appropriate methodology to generate in‐depth qualitative data from multiple organisational member perspectives.

Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises.

The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to mitigate the limitations.

The economic contribution of small businesses in the new creative industries is widely acknowledged. While the sector shows high business birth rates, the business failure rate is equally high. This remains of concern for policy makers. This study aims to contribute to understanding why businesses in the sector either fail to grow or decline.

The economic contribution of small businesses in the new creative industries is widely acknowledged. While the sector shows high business birth rates, the business failure rate is equally high. This remains of concern for policy makers. This study aims to contribute to understanding why businesses in the sector either fail to grow or decline.

Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspective.

The purpose of this paper is to extend the discussion of the recursive relationship between the identity of a profession and the professional identity of individuals in the context of change.

The paper draws on qualitative data collected as part of a pilot study into change in the NHS. It draws on structuration theory and insights from social identity theory (SIT) to propose that the relationship between the collective level of the profession and the individual level of the professional is recursive.

The data suggest that individual professionals use and rewrite scripts of their profession but also draw upon new scripts as they engage with local change. To that extent they contribute from the local level upwards to the changing identity of their profession. Further more detailed micro level studies are required.

The argument is based on a limited data set and points towards the need for further microlevel studies which examine the recursive relationship between professionals' identity and the identity of a profession.

Further research can contribute to better understanding of local variance as professionals engage with change.

The paper fuses structuration theory and SIT and examines the agency/structure nexus in a specific change context.

The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in particular the utilisation of scenario planning as a crisis planning activity.

A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning.

The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process.

This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially in a strategic context.

Prior studies have suggested that organizational and environmental antecedents are influential to the development of a balance dimension of innovation ambidexterity, which are proposed to be central to superior firm performance. However, little is known about how such antecedents affect the shaping of innovation ambidexterity in small to medium‐sized enterprises (SMEs) and how these innovations go on to shape firm performance. This paper aims to examine internal and external antecedents of SMEs' innovation ambidexterity outcomes.

The research used a survey method to investigate the 1,000 small‐and medium sized enterprises in Scotland. Firms were randomly selected from the FAME database. Of this sample, 265 firms (26.5 percent) responded to the survey.

The data analysis reveals that internal organizational structures in a highly dynamic environment stimulate the appearance of innovation ambidexterity. Moreover, it is found that the relationship between organizational and environmental forces and firm performance is partially mediated by a balance dimension of innovation ambidexterity.

The results show how dangerous the lack of adequate research of these issues at the SME level is. By contrast to larger firms, the results show how internal organizational structures and external environmental conditions affect SMEs to pursue a balance dimension of innovation ambidexterity.

Prior studies have paid little attention to the effects of internal organizational structures and external environmental conditions on the appearance of a balance dimension of innovation ambidexterity within SMEs. This paper fills some of the gaps.

The purpose of this paper is to address limitations of prevailing approaches to leadership development programmes and make suggestions as to how these might be overcome. These limitations are an outcome of the dominant rational functional approach to leadership development programmes. Based on empirical research, and underpinned by organisational theory, the paper suggests a shift towards a socio‐constructivist perspective on design and implementation of leadership development programmes. The explorative study proposes that context and participant differences need to be recognised as factors impacting on the effectiveness of leadership development initiatives.

The paper is based on a review of relevant literature and qualitative data collected using the case study method. The study presented is explorative.

The paper finds that participant interaction with leadership development programmes varies depending on individual and/or contextual factors. Current design logic neither recognises nor utilises such situatedness as programmes develop their linear and unidirectional logic. Designers of programmes underestimate the extent to which programme participants create a context‐specific understanding of leadership learning as they interact with the programme. Their personal and organisational context shapes this interaction. A socio‐constructivist perspective can provide theoretical foundation for the argument that leadership development programmes can become more effective if context‐specific dimensions are recognised as shaping and constraining factors impacting on programme participants.

The paper argues that it is time to move away from offering leadership development programmes which emphasise input over interaction. The paper encourages commissioners and designers of leadership programmes to recognise that an overly didactic approach may limit the effectiveness of such programmes.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Many factors determine whether a company thrives or languishes among the also‐rans. Leadership is undoubtedly one of the most influential. Warren Bennis noted as much when claiming that being under‐led was a characteristic of most failing organizations. Given the US author's perceptions, it's logical that public and private sectors alike are increasing their focus on leadership development. Today's heads must manage their organizations in the face of changing government agendas and unpredictable market conditions. Sizeable investment in training programs illustrates that both sectors are committed to ensuring that leaders are properly equipped for the challenge. Does the return justify the outlay? In many cases, apparently not. Evidence suggests that the impact of such programs on company performance is minimal at best and doubts are growing about their effectiveness.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.