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While a commonly-held mental image suggests that big corporations live very long lives, the reverse is actually true quite often, and the lifespan of companies is decreasing as the rate of change increases. The situation of accelerating change places ever greater challenges before each and every company, and while innovation is obviously a response to this dilemma, it turns out that not all types of innovation are equally valuable. Business model innovation, the subject of this paper, has proven to a tremendous source of competitive advantage. This paper examines many dimensions of business model innovation, focusing particularly on the relationship between a company and its customers, and the methods that companies use to grasp the bigger picture, or whole system perspective, that enables them to understand how their enterprise relates to the larger industry and broader economy in which it operates.

This paper examines actors and discourses shaping new Canadian legislation designed to advance diversity in corporate governance.

This paper performs a stakeholder and discourse analysis drawing on texts of parliamentary debates.

The paper illuminates tensions regarding definitions of diversity, its importance for boards of directors and the mechanisms favoured for implementation. Official discourses examined show that, unlike for other political issues, opposition was largely muted, and most stakeholders engaged in the process supported legislation advancing diversity. Nonetheless areas of debate and positioning by actors and suggest important differences, with outcomes linked to non-traditional power bases.

This study provides insights into the discursive environments of organizations and processes relating to promoting diversity and equality in the political decision-making domain, a critical venue for understanding advancement of equity, often neglected in organizational studies.

By understanding the complex and competing discourses surrounding diversity and inclusion at the macro level this paper provides a context for understanding organizational (meso) and individual (micro) beliefs and behaviours.

This study shows how advocacy shapes how policy and legislation are framed and the ways mainstream organizations, including women's groups, may advance gender equality without regard to other dimensions of diversity or intersectionality.

This study maps the political discourse around recent Canadian legislation designed to improve diversity on boards that must, in the Canadian context, address more than gender.

This paper aims to offer scholars and practitioners critical arguments on the strengths and weaknesses of the shared value concept and of the mental model of economics that lies at its heart. On the basis of these arguments, it proposes the paradigm of ethicological value-added creation as a new economic framework extending the shared value concept into a concept of lastingly viable business strategy.

Conceptual and philosophical analysis of the mental model of economics and of basic concepts and premises regarding scarcity, competition, growth and raising value. Application of this analysis to the re-design of the shared value approach and to the development of practical guidelines for sustainably viable business models.

This paper highlights how the shared value approach can be transformed into an even stronger strategic tool for the design of viable business models.

Scholars, entrepreneurs and managers receive a new conceptual framework to design lastingly viable business models on the basis of re-defined tools and concepts.

Leading texts on strategy and business development as well as CSR-driven texts on designing sustainable business models do not bridge the paradox of destructive wealth creation, i.e. the fact that individually rational and, in itself, highly successful economic behaviors lead, on the group level and the level of the whole system, to an outcome that by and large is highly destructive, as it places the social, ecological and economic sources of this wealth creation process in existential jeopardy. The paper proposes a new framework of economic reasoning for solving the paradoxes that shape current economic models and the shared value approach. It offers a first set of indicators, the parameters by which the shared value approach can be transformed into a living model for generating resource growth and added value creation cycles that stop the present downward spiral of acceleration, disruption, concentration and resource depletion. The paper thus presents forms of shared value creation that are more holistic and sustainable.

[I]f history is a guide, no more than a third of today's major corporations will survive in an economically important way over the next twenty‐five years. Those that do not survive will die a Hindu death of transformation, as they are acquired or merged with part of a larger, stronger organization…. The demise of these companies will come from a lack of competitive adaptiveness. To be blunt, most of these companies will die or be bought out and absorbed because they are too damn slow to keep pace with change in the market. By 2020, more than three‐quarters of the S&P 500 will consist of companies we don't know today—new companies drawn into the maelstrom of economic activity from the periphery, springing from insights unrecognized today.

Three of our Stack books unfortunately got caught in the time lag between being written and being published—in short, events overtook them. But not to worry. The worst that happens to them is they come across too idealistic about the Internet and the urgency of creative destruction, discontinuity, and change. The fourth book takes a page from Winston Churchill who said “The farther backward you look, the farther forward you can see,” and, although it went back all right, its authors seem to have got‐ten a little lost as they moved forward again.

The author addresses the looming question in the digital era: Can long-established firms adopt an existential mindset that enables them to survive and prosper?

Disruptors take advantage of significant changes in the traditional value drivers in an existing market. The success of long-established companies often inhibits innovation, and most mature organizations struggle to excel.

Greater reliance on controlled experiments can mitigate the failures of innovation based primarily on focus group research.

Competitors can be transformed into collaborators in many parts of the value chain, and alliances are outperforming the more conventional business development approaches.

The author’s powerful message: Today’s leaders must adopt a new mindset in which bureaucracy is repudiated and responsiveness and adaptability are rewarded.

The article depicts a practitioner's approach towards Innovation Evangelism in a corporate context. The case in point here is Wipro Technologies, one of the leading Information Technology firms based out of India. The author being an Innovation Evangelist at the firm shares the imperative of evangelism, the various vehicles deployed and the learnings there from. The need for Innovation Evangelism comes from the urge to spread awareness about innovation and enable it, especially at the grassroots level. Author defines an Innovation Evangelist in an organizational context as one who generates awareness of the need to innovate; builds a belief amongst people that anyone can innovate; and provides sufficient facilitation to enable innovation. At Wipro Technologies, Innovation Evangelism happens through a series of vehicles that include: Wipro's Innovation Camp, Innovation Bazaar, Story Book on Innovation, Systematic Creativity Workshops, and Inflection Point newsletter, among others. Each of these started as experiments and then through learning got institutionalized. Key learnings are: enrollment of the stakeholders; creating a semi-structure knowledge sharing environment; enabling a market of ideas, talent and capital; having a constant and consistent communication; transparency in operations; and taking a more scientific approach towards creativity; among others. One of the areas of further investigation is on measuring the direct and indirect returns of investment for each of these vehicles. The article would make a good read for researchers, academicians, professionals and students alike who study and execute innovations at the grassroots level.