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Collaboration as a means to enabling and nourishing innovation is an important theme in the extant literature, which posits that face-to-face interactions lubricate the knowledge flow between actors, and that clusters of complementary knowledge assets provide the necessary infrastructure for this process. What happens to firms that are located outside of urban agglomerations or in peripheral regions? Are they less innovative, or can information and communication technologies (ICT) serve as a proxy for face-to-face collaboration? Theory is polarized in terms of the role that ICT may play in collaborative transactions. For example, network theory explains that weak ties are important in terms of refreshing a firm's innovation capacity by forcing it to include ideas from the periphery. Others argue that ICT cannot supplant face-to-face interaction since it is not an efficient medium for transferring tacit knowledge. This chapter uses data from the Statistics Canada 2003 Survey of Innovation to investigate empirically the relationship between firm location, innovativeness, and the extent of local and more distant collaboration.

Sternberg & Lubart (1991); Sternberg & Lubart (1992).

The purpose of this study is to explore strategies during transformation to obtain sustainable development and to identify the human-based factors contributing to the transformation.

This qualitative study explored the strategies that health-care leaders need to adopt during transformation to achieve the Sustainable Development of the United Nations' agenda by 2030. The study was conducted in early 2020 among ten health-care leaders in the USA. The research design was an exploratory qualitative approach that used a semi-structured, open-ended questionnaire asked of ten US health-care leaders who had experience in leading health-care transformation in their organizations. The study findings identified that health-care leaders can facilitate the achievement of Sustainable Development by establishing strategies in knowledge improvement, innovation development, motivation increment, global strategy and local strategy alignment, leadership support and partnership development.

Six major themes emerged from the data linked to the central research question: “What are the strategies during digital transformation to make progress in the achievement of Sustainable Development by 2030?” The compressed collection of themes for the study included the following six major themes: knowledge development; innovation development; motivation; global strategy establishment; leadership; collaboration enhancement; and two minor themes, namely, mindset change and vision creation.

Due to the few numbers of participants selected for this study (N = 10) may not be generalizable to other settings. The implication of this study is to identify the significant factors contributing to making progress in sustainable development in health-care organizations. The health-care leaders can learn what significant strategies can be helpful to establish future-based organizations toward achieving sustainability.

The results of this study provided actionable strategies to empower the employees and increase managerial innovation in health-care organizations.

Promoting partnership of health-care organizations with social and global activities such as sustainable development goals that are contributing in 5Ps: People, Prosperity, Peace, Partnership and Planet.

The main reason for the study was that health-care leaders worldwide could have a novel study that delineates the digital transformation strategies needed for creating impactful outcomes toward achieving sustainable development. Moreover, this unique study provided a useful outlook for health-care leaders to establish future-based health-care organizations while learning the dynamic of digital transformation is the key for health-care organizations to adapt their strategies for a sustainable future.

Improvement in the evaluation methodologies used in the public policy and development fields has increased the amount of evidence-based information available to decision makers. This helps firms evaluate the impacts of their social investments. However, it is not clear whether the business sector is interested in using these methods. This paper aims to describe the level of interest in, knowledge of and preferences relating to the impact evaluation of corporate social responsibility (CSR) programs by managers in Latin American companies and foundations.

A survey of 115 companies and foundations in 15 countries in Latin America was conducted in 2019.

The results indicated that most respondents believed that quantitative impact evaluation could address concerns about CSR program outcomes. However, monitoring and evaluation were primarily seen to be for tracking program objectives rather than for making strategic decisions about innovations to enhance the achievement of outcomes. Decision-making tended to respond to community demands. The main challenges to increasing the use of impact evaluation were the lack of skills and knowledge of management staff and the methodological complexity of evaluation designs. We conclude that there needs to be increased awareness about: the appropriate understanding of social outcomes; the benefits of evaluation; when impact evaluation is useful; how to prepare an evaluation budget; and the effective use of rigorous evidence to inform program design.

Acceptance by the business sector of quantitative measurement of the social impact of CSR programs will lead to improved outcomes from social investment programs.