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This paper aims to describe the design and evaluation of a pilot leadership development programme for infection prevention and control (IPAC) professionals during the COVID-19 pandemic. The programme’s aim was to improve IPAC knowledge and capacity in the health-care system by developing the leadership skills and capacities of novice and advanced Infection Control Professionals (ICPs), to respond flexibly, and competently, in their expanding and ever-changing roles.

The leadership programme was piloted with seven nurses, who were part of a clinical nursing team in New South Wales, Australia, over a 12-month period between 2021 and 2022. The programme was designed using a leadership development framework underpinned by transformational leadership theory, practice development approaches and collaborative and experiential learning. These principles were applied during programme design, with components adapted to learners’ interests and regular opportunities provided for collaboration in active learning and critical reflection on workplace experiences.

The authors’ evaluation suggests that the programme was feasible, acceptable and considered to be effective by this cohort. Moreover, participants valued the opportunities to engage in active and experience-based learning with peers, and with the support of senior and experienced ICPs. The action learning sets were well-received and allowed participants to critically reflect on and learn from one another’s experiences. The mentoring programme allowed them to apply their developing leadership skills to real workplace challenges that they face.

Despite a small sample size, the authors’ results provide empirical evidence about the effectiveness of using a practice development approach for strengthening ICP leadership capacity. The success of this pilot study has paved the way for a bigger second cohort of participants in the programme, for which further evaluation will be conducted.

The success of this leadership programme reflects both the need for leadership development in the IPAC professions and the applicability of this approach, with appropriate facilitation, for other professions and organizations.

ICP leadership programmes have not been previously reported in the literature. This pilot study builds on the growing interest in IPAC leadership to foster health system responsiveness and change.

Following victimisation of many types, knowing one is not alone in their experience, or the reactions to that experience, has been identified as comforting and supportive of recovery in survivors of violence and abuse. Information is often provided by support groups, professionals, or victim/survivor organisations, which still fill a significant gap in the criminal justice system, which offers insufficient support to victims of crime. However, as many victims do not engage with support services or the criminal justice system, they may be at risk of not receiving such crucial support. The rising popularity of so called ‘hashtag activism’ has however provided victims and survivors with a worldwide platform to share experiences, reactions, information, support, and solidarity. This chapter explores the impact of key hashtags, such as #metoo and #BlackLivesMatter, via a critical evaluation of outcomes, including policy, cultural, and legislative impact, to unpick their successes and failures, with a focus on support and community-building, marginalisation and performative allyship.

Innovation originally meant ‘change’ or ‘renewal’. Over time, it became associated with creating new products, methods, materials, markets, and forms of organisation. Today, in everyday language, innovation is used as a much broader term that encompasses non-materialistic, non-economical ideas such as social, educational, philosophical, political, environmental, or spiritual innovations. What makes something innovative is subjective and depends not only on the perceived novelty of the content but also on the co-constructed meaning of what is possible or what it changes in our lives. Therefore, innovation leaders must also become experts in co-constructing meanings with their teams. In this chapter, a structured solution-focused framework will be introduced with the intent to support innovative teams in maintaining effective team dialogue, foster more innovative team collaboration, better innovations, or an improved innovation process. In fostering an interactive and dynamic team process, solution-focused leaders engage in deliberate interactions that often initiate a positive dynamic leading into an even more innovative future.

Cluster management organizations (CMOs) have emerged over the past few decades as intermediaries that support the competitiveness of place-based clusters of economic activity. Despite their economic origins, policymakers are now starting to experiment with a broader use for cluster policies that seeks to leverage CMOs to tackle societal challenges in approaches aligned with the concept of creating shared value (CSV). However, there remains a void in conceptual understanding around the specific roles that CMOs might play in overcoming the barriers faced by their members for CSV, which this paper aims to address. Bridging this gap presents an opportunity for cluster practitioners and policymakers in a context in which environmental and social sustainability are at the top of policy agendas.

Based on analysis of literature around collaborative approaches to CSV for mitigating transaction costs, the authors define the contours of a new conceptual framework for the roles that CMOs can play in fostering collective CSV. The authors illustrate how the different components of the framework are reflected in emerging cluster practice in the context of a new wave of European cluster-based projects tackling CSV elements.

The resulting framework reconciles the concepts of clusters and CSV by explicitly positioning CMOs as intermediaries for facilitating the CSV strategies of their members. CMOs embrace emergent strategy making that targets (tangible and intangible) collective CSV capabilities and addresses collective CSV challenges. Collective CSV can provide a theoretical anchor guiding future cluster policies to fully leverage the transformative potential of CMOs. This conceptual framework opens a promising empirical research agenda, particularly around evaluating the plurality of impacts of CMOs.

By stressing the social impact of CMOs alongside their well-understood economic impacts, and by enabling a categorization of functions that can support the monitoring of CMO activities toward collective CSV strategies, the framework provides a novel basis for inspiring further empirical research into the evidencing of these roles.

The purpose of this paper is to demonstrate that the national security exception will not allow governments to respond to cyberspace threats within the confines of the world trade organization (WTO) rules.

This paper is a desktop study of international trade laws with a specific focus on the convergence of cybersecurity measures and the national security exception provisions of the WTO.

The trends towards cybersecurity measures may mean there will inevitably be an evolution of trade norms. The question is, will the collective of the WTO be a part of the evolution, or merely an observer? In the authors’ view, it is crucial that it is the former.

This study makes three contributions. It provides a literature review and discussion on cybersecurity and the impact on trade. It demonstrates that the national security exception provision will not excuse these measures, and it aims to underscore the importance of the WTO as a community of nations where negotiation on important global issues is possible.

Webrooming (i.e. searching information online and making the final purchase in a physical store) has become a popular shopping practice, but remains insufficiently studied. To address this, a research framework encompassing online and offline channel attributes (i.e. online review diagnosticity, online search convenience, expected price loss, offline purchase effort and offline after-sales service convenience), consumer traits (i.e. anticipated regret) and shopping experience (i.e. smart-shopping perception) as determinants of webrooming continuance intention is proposed.

The proposed model was validated by conducting a questionnaire-based survey that yielded 354 useable responses. The data was subjected to partial least squares structural equation modelling and importance-performance map analysis.

According to the obtained results, online review diagnosticity, offline after-sales service convenience and anticipated regret are the vital antecedents of webrooming continuance intention, while smart-shopping perception acts as the mediator.

The current study adds significantly to the body of knowledge about webrooming by validating the inter-relationships between online review diagnosticity, after-sales service convenience, anticipated regret, smart-shopping perception and webrooming continuance intention.

This research investigates the impact of customer rule violation issues on frontline employees' (FLEs’) burnout due-to-customers. A model and hypotheses are developed using COR theory and past literature on misbehaving customers and their effects on customer-facing employees.

The proposed model was assessed using a survey of 840 frontline retail, restaurant, service and caregiving employees and their reactions to the issue of misbehaving customers (i.e. rule breaking and/or rude customers).

FLEs' perceived frequency of customer rule violations, FLEs' concerns with misbehaving customers and FLEs' concerns with enforcing rules with these customers increased FLEs' burnout due-to-customers, while FLEs' customer orientation decreased it. Interactions among several antecedents were found relative to their effects on burnout. Burnout due-to-customers decreased FLEs' organizational commitment and increased quitting intentions. Additionally, this burnout mediated the relationships between our studied antecedents and job outcome variables (either partially or fully), with organizational commitment also mediating the relationship between burnout and quitting intentions.

The impact of FLEs' concerns relative to customers' rule breaking, which has not been previously addressed, is shown to increase FLEs' burnout due-to-customers, while FLEs' customer orientation buffered and reduced burnout, with frequency of violations interacting with several antecedents, and ultimately affecting burnout and several dependent variables—organizational commitment and quitting intentions. These FLE rule violation and enforcement concerns, captured at the height of the pandemic, are new variables to the literature. These issues have important implications for managers as to their treatment and training of FLEs in the future.

This chapter reviews the key findings and innovation leadership insights from this book, as well as pointing out directions for future research. We find a series of learning insights for people engaged in innovation leadership, at the distinct levels of self-leadership, team leadership, organisational leadership, and ecosystem leadership. We also find commonalities across these levels, as well as differences that reflect the complexity of these different leadership arenas. Leadership practice that orchestrates contributions from diverse viewpoints, seeing itself as with the group, rather than above it, is most likely to help turn ideas into value in repeatable ways. We also find evidence that mindset, skills, and behaviours are all important in the make-up of competencies. We point to the requirement for further research at all four levels, to bring further insights in what is still an emerging field; as well as a need for more research into competency development for innovation leadership; and we advocate a research approach that emphasises relational leadership, acknowledging that most leadership practice is shared across people.

This chapter first describes the essential aspects of a currently changing world, which is characterised by digitalisation, globalisation and politically unstable situations. Based on this transformation context, key concepts such as leadership, innovation, innovation leadership and leadership competences are introduced, along with a new definition and framework for innovation leadership. The chapter discusses the distinction between innovation leadership and innovation management, and the connecting lines between these two concepts. The innovation leadership framework is described and related to the individual contributions of the authors in the book. The chapter frames these contributions along the dimensions of self-leadership, team leadership, organisational leadership and ecosystem leadership.

Pina Bausch is considered one of the most influential choreographers in contemporary dance. She created a new dance language based on a groundbreaking form of joint artistic inquiry. As a leader, Pina Bausch transformed her company into a chosen family of diverse personalities whom she supported in the development of their individual artistic expressiveness. She encouraged her dancers to contribute to her signature style with inventiveness and authenticity. Her ability to integrate the dancers’ contributions into her pieces and bring them to the fore onstage makes Pina Bausch a prime example of creative leadership. While leveraging her company’s collective genius and international fame through boundless curiosity and artistic integrity, Pina Bausch balanced paradoxes of leading innovation. The essence of her leadership style points to the importance of curiosity, humanity, and embodiment in leader-follower relationships.