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This paper addresses the question of when market leaders are most likely to be attacked. It does so by discussing the circumstances associated with competitors' attacks on 21 market leaders. These circumstances and the 21 competitive encounters are used to present a twelve‐point checklist which market leaders can use in answering the title question.

In the context of crowdsourced new product development (NPD), the purpose of this paper is to investigate the optimal level of community involvement (CI) (e.g. zero, limited, and high) when creating products from the perspectives of both ordinary and advanced users. The authors also investigate the influence of design interest and need for social affiliation on users’ attitudes toward and willingness to use community co-design.

The authors conducted two survey studies using ordinary (Study 1, n=199) and advanced users (Study 2, n=131) to evaluate the co-designed T-shirts reflecting varying levels of CI (i.e. zero, limited, and high). The stimuli for both studies were the same and included ten sets of T-shirt co-designs generated from a CI crowdsourced website, Threadless. Fishbein’s (1963) multi-attribute attitude model was used to compute subjects’ overall attitude score toward the T-shirt co-designs.

Results showed both ordinary and advanced user groups rated the design quality of products reflecting limited CI lower than those of zero CI. Advanced users also rated the design quality and sales potential of products from limited CI lower than those of high CI. Further, advanced users indicated that products resulting from high CI reflected significantly better designs with regard to color, shape/line, size, general theme, and overall design as compared to products from limited CI. Design interest as well as need for social affiliation influenced users’ willingness to use community co-design and their attitudes toward a community co-design experience.

The research made an important differentiation between zero, limited, and high CI during the co-design process as well as between ordinary users and advanced users contributed to the extant literature addressing crowdsourcing in NPD.

Building on research showing the influence of temporal focus on decision-making, I argue that the propensity to invest in and support radically novel ideas depends on the degree to which the members of the evaluating audience focus on the present time. I conducted a series of experiments to study how a disposition to think more about the present shifts audience members’ evaluative responses to novelty. My findings show that audience members with a strong focus on the present are more willing to support radical than incremental ideas. I further probe the underlying cognitive process by unveiling the mediating role of idea uncertainty. Focusing on audience members’ subjective experience of time and integrating it with novelty recognition offers valuable insight into research on creativity, innovation, and, more generally, social evaluation.

This study investigated the effectiveness of a student leadership program at Yildiz Technical University (Turkey) based on the Kouzes and Posner (2018) leadership model. A quantitative quasi-experimental design with a pre-test and post-test control group demonstrated the effectiveness of the program. The analysis indicated a positive change for all five leadership practices, with three reaching statistical significance levels. Semi- structured interviews with students explored the two non-significant findings. The qualitative results suggested that leadership development programs need learning activities that apply to real-life situations and focusing on enhancing students’ self-confidence as leaders.

This chapter describes the special advantages of globally networked learning experiences (GNLE) for engendering cognitive complexity as a means for developing mindful global citizenship among undergraduate students. Practitioners discover pedagogical approaches that take advantage of the possibility of direct communication with the cultural “other” afforded by recent advances in cost-free, user-friendly, robust, and reliable technologies. Examples of effective pedagogical practices, ideas for building successful faculty-to-faculty partnerships, suggestions for preparing participants, guidelines for selecting and implementing appropriate technologies, and resources for further exploration are provided.

Since role images are determinants of organizational behavior, discrepancies in such images might lead to inner‐organizational social tension. This study concentrates on the inter‐relationships between Israeli elementary school principals, perceived authority and responsibility. School principals are victims of multi‐discrepancies in role perceptions. Their perceived investment in responsibility is not equivalent to expected returns in authority, it is equivalent to what they seek, but not to what they get. There are discrepancies between teachers' and supervisors' perceptions of principals' authority and responsibility, as well as discrepancies between teachers and supervisors, and between them and principals themselves. Further investigation is needed to deepen understanding of organizational leadership and organizational behavior as affected by multiple role images.

AS Canadians themselves will quickly inform you, this is a big, young country—Great Britain would fit into a small part of Alberta, large stretches of which are still not accurately recorded on large scale maps. Indeed, I listened to radio reports of a search for two aircraft on the first morning we were there. One aircraft (a helicopter) had been missing in the North Western Territories with a Calgary man aboard for two weeks and was eventually found crashed; the other, missing for two days, was a Cessna seaplane which had run out of fuel and punctured a float as it landed close to the shore of the Great Slave Lake. The occupants were rescued by air from this largely uncharted waste.