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The paper provides evidence-based managerial advice for preparing the organizations to find successful pathways through crises by priming the managerial decision-making towards either entrepreneurial thinking or resource conservation, and hence cascading the inventive or rigid state of mind through all management levels.

The general review is based on summarizing the peer-reviewed academic studies of organizational decision-making and acting in crisis situations, illustrated using the turnaround cases of Corticeira Amorim (reinventing itself when faced with emerging technological threats) and Kiddiegarten School (adjusting to the pandemic shock of social/human nature)

This study reveals that a set of dimensions in the crisis situation’s cognitive framing determines the firm’s response to adversity, freezing it in a rigid state or unfreezing it to stimulate an organization-wide entrepreneurial search for turnaround strategies. If managers sense having a lack of time to deal with adversity, or a lack of predictability, they become paralyzed with threat-rigidity mechanisms, stubbornly pursuing the established methods of doing business, which often were the cause of crisis in the first place. Hence, in situations requiring an immediate response, the dual threats of urgency and unpredictability become cognitive blinders, preventing organizations from pursuing new opportunities, exposing firms to the risk of being too slow, eroding their competitive advantage and, ultimately, going out of business.

Integrating the insights of three decades prior research of the topic of managerial decision making in crisis situations, this study proposes the novel leadership framework allowing to stimulate entrepreneurial behavior in adverse contexts.

Restaurant entrepreneurs are increasingly leveraging crowdfunding as an alternative financing mechanism. In the context of restaurant crowdfunding, studies have identified factors related to campaign communication that affect crowdfunding success from the entrepreneurs’ perspective. Integrating a funder perspective, this study aims to investigate the role of the consumption value offered by rewards and builds a value-based understanding of restaurant crowdfunding.

This study uses a sample of 3,134 restaurant campaigns launched on the Kickstarter crowdfunding platform, and texts of 34,128 rewards were analyzed using a Python program. A hierarchical linear regression approach with a generalized logistic regression model was adopted to test hypothesized relationships.

Drawing upon consumption value theory (CVT), this study finds that in restaurant crowdfunding, utilitarian value holds a strong inverted-U relationship and participatory value holds a strong linear relationship with crowdfunding success. However, socioemotional value does not have a significant effect on outcomes. This study also finds evidence for positive effects of greater variety, higher number of rewards and lower average pledge level on restaurant crowdfunding success.

This study extends the literature on restaurant crowdfunding by integrating insights on the effects of value offered through rewards. Primarily, this study finds evidence for distinct effects of consumption values for restaurant crowdfunding audience. Practically, this study holds implications for reward menu design and value offering design for restaurant entrepreneurs seeking crowdfunding.

Restaurant crowdfunding has been studied to a limited extent, with extant literature focusing on characteristics of campaign descriptions. The role of rewards is uncovered using CVT and thus a value-based understanding of restaurant crowdfunding is presented.

This study aims to add to the existing body of knowledge the link between market structures, strategy and innovation by applying the diagnostic test of the integrated model of innovation, and also present the results of an empirical study applied to tourism in a small open economy. The study uses an archetype and the market outcome resulting from the innovation strategies pursued to compare similarities and differences according to a firms’ geographical location to identify innovative patterns in tourism firms.

The study applies a multivariate analysis using a data set consisting of survey responses from 158 Portuguese firms.

The findings indicate links between service, market structures and innovation strategies considering geographical agglomeration of firms in a small economy, and also different innovation trajectories and positions in the model.

The results of this study are generalizable to a dynamic industry context of tourism firms operating in a small open economy, such as Portugal.

The results suggest that managers need to attend to intangible resources, such as marketing and human resources and their links with innovation and performance, particularly in the case of service firms.

The paper highlights the role of intangible resources, especially marketing and human resources, in tourism firms. Geographical location also influences the firm’s strategy and results.

The main objective of this paper is to shed light on the confusion of terminologies related to open innovation through the development of an open innovation taxonomy. By analyzing published case studies using numerical taxonomy methods, it proposes a taxonomic classification of open innovation.

Earlier work on firm collaboration and concepts related to open innovation in order to understand the main motivations, and conditions behind open innovation‐like strategies is first to be reviewed in this paper. It then proceeds to collect and systematically analyze 20 published case studies, and using numerical taxonomy methods it produces a taxonomic classification of open innovation. As a first approach to taxonomy on open innovation strategies, the UPGMA methodology used seems very promising. The taxonomy of open innovation developed here can also be used as a decision‐making tool through the comparison of open innovation strategies inherent in the taxonomy.

Through the numerical taxonomy analysis the paper has been able to objectively create groups of similar cases, and strategies therein. This paper is able to draw some interesting conclusions by identifying two general strategies of collaboration ‐ a free revealing “democratic” strategy and a formal collaboration strategy. The first involves a proliferation of partners whose technical and creative skills are specific to the industry and the source of knowledge, and where the degree of interaction plays an important role. The second broad strategy of cooperation is linked to more formal collaboration, generally firm‐firm collaboration; in this group a large focus on markets features, especially technological intensity, was found.

This paper adds objectivity to the research of different open innovation strategies by using a method developed in the natural sciences. Based on a systematic review of literature, the paper was able to identify key characters describing features and come up with a taxonomy of open innovation, which goes a significant way towards making sense of the plethora of terminology related to open innovation. Key features of different open innovation strategies are also revealed.