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This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The interviews took an approximate time ranging from 90 to 120 min. They were recorded and transcribed. A thematic analysis was undertaken to identify the most relevant themes for the case. The secondary sources used included various websites, scholarly and trade journals, as well as specific databases, such as Statista.

The case exposes students in multiple disciplines to the challenges created by the COVID-19 crisis at Yale School of Medicine (YSM). It describes its remarkable effects on organizational and community members as they struggled to reimagine more inclusive and supportive spaces. As one of the most severe crises humanity has ever witnessed, COVID-19 exacerbated the existing struggles of the underrepresented communities, creating a double pandemic. It has also amplified inequities among marginalized groups including black, indigenous and people of color; women; immigrants; lesbian, gay, bisexual, transgender, queer/questioning; people with different abilities; working parents; single parents; religious minorities; and people with low income. When COVID-19 hit in 2020, Yale University School of Medicine (YSM), like other pioneering schools in the field of health care, doubled their efforts to face both the public health crisis and the substantial social turmoil (racial tensions after the death of George Floyd, food insecurity, vaccine resistance, social inequalities, etc.). Professor Marietta Vazquez, MD, who was the first Latina to be named Associate Dean for Medical Students Diversity at YSM, launched with Dr Latimore (Chief Diversity Officer) and her other colleagues many strategic initiatives aiming at improving the diversity, equity and inclusion of organizational and community members.

The case is an invitation to graduate students and students in executive education programs to reflect on the grand challenges leaders faced at YSM as well as in other institutions across the nation and the globe. It is also a call to reimagine ways leaders can accelerate the pace of change in their organizational ecosystems.

This case was written for use in graduate-level courses, including executive education dealing with Diversity, Equity, Inclusion and Belonging, Leadership and Change, Health-Care Equity/Policy, Health Sciences, Human Resource Management, Organizational Behavior, Crisis Management, Sustainability, Business and Society, Social Issues in Management, Strategy, etc. Faculty members can easily adapt the case to fit the content of the course they teach, the students’ context as well as the specific learning outcomes to be achieved.

The Canary Islands have a long-standing role in European tourism history. As a leading mass destination in Spain, they receive more than 14 million tourists annually. Focusing on this region, multiple cases are explored as a collaborative learning tool. The consideration of such cases can stimulate discussion, closely examine issues, and encourage consensual decisions. Taken together, the cases assist in providing information about local business realities; they help entrepreneurs know more about regional business challenges and remain up to date with new developments. By focusing on cases, professionals and entrepreneurs can be mutually supportive in the teaching-learning process and in shaping change. Multiple stakeholders can learn to identify problems, evaluate situations, and make decisions using examples from other entrepreneurs.

This chapter studies the tourism cluster of Majorca and its connection with collective entrepreneurship. To this end, the authors review the history of four world leading Spanish hotel companies, from their beginnings, in Majorca, in the 1950s, to their internationalization, in the 1980s and 1990s: Barceló, Meliá, Riu, and Iberostar. This allows us to identify common patterns of behaviour among them over time, which in turn illustrate the dynamics of the tourism cluster and the role played by its context. This qualitative and historical research allows us to make the following contributions: first, in line with other studies in the economic history of Spanish tourism, the four cases support the identification of Majorca as a tourism cluster. Second, the authors highlight several important characteristics of the island which reinforced and strengthened the cluster and boosted collective entrepreneurship, through an intense flow of information between the companies. Third, the authors illustrate coopetition as the key nature of the relationship between the clustered companies in a simultaneous process of competition and cooperation. Finally, the authors show how the strength of the tourism cluster, in Majorca, drove the companies to replicate the same dynamics and structures abroad.

In this chapter, the analysis-action nexus will be addressed by reviewing studies from across the chapters. The broad themes covered have included governance and sustainability, consumer benefits and experiences, and networking among entrepreneurs and associated opportunities. It is argued that addition to tourism intelligence often lies in improving communication, building trusted connections, and affirming local networks. A focus on the need for trust, the use of tools for insights, the value of identifying new trends, and understanding target markets, together with the usefulness of training and an appreciation of time, help smooth the journey along the long and winding road from analysis to action.

The study aims to investigate the influence of FinTech (Financial Technology) determinants such as crowdfunding, mobile payment and blockchain as potential facilitators in an entrepreneurial ecosystem for undertaking decisions in Tunisia, as an example of emerging economy.

Quantitative research was carried out with data collection based on a questionnaire that has been sent via email to young Tunisian entrepreneurs (potential or actual). A following regression was calculated on 93 respondents.

Analysis of the data showed that most of the relationships under investigation were confirmed. Statistical tests highlighted that knowledge, availability and access about crowdfunding and blockchain had a positive and significant impact on entrepreneurial intention. Regarding mobile payment, there was a negative and insignificant effect on entrepreneurial intention.

From the evidence of the research, Fintech ecosystems may positively influence the decision to undertake, with relevant implications at institutional, industrial and individual level. More specifically, demonstrating a positive and significant relationship between some main dimensions of FinTech and entrepreneurial intention and emphasizing the contribution of related knowledge to intellectual capital accumulation through entrepreneurial education, this study seems to be unique in examining and verifying this potential effect.

This study aims to investigate the risks associated with managing the dispersed knowledge in inter-organizational arrangements for innovation. Specifically, it proposes a model to analyze the knowledge management risks in open innovation, applied in four steps.

Initially, the authors carried out a systematic literature review (SLR) on the concepts that connect knowledge management, inter-organizational arrangements for innovation and risks. The SLR results led to a complementary theoretical review on the conceptual elements in question. Based on the findings, the authors have developed a model to analyze the knowledge management risks in open innovation, which was validated by experts. It was then studied the case of GOL Airlines, a company that uses innovation to overcome the paradox between low-cost and full service in the commercial air transportation industry, considering the application and adjustment of the proposed model.

Open innovation is one of the inter-organizational arrangement types most applied in the context of innovation. Relations between agents are the primary sources of risks when managing the dispersed knowledge in these arrangements. The authors have found five main risks associated, namely, risk of the innovative effort does not reach the expected objective, risk of knowledge transfer being ineffective, risk of misappropriation of value, risk of dependency (lock-in) and risk of relations.

The practical implication is the proposition of a procedure for applying the model to analyze the knowledge management risks in open innovation, which makes it a prescriptive model for identifying risks. The proposed model is described in four steps, namely, to identify the agents in the environment of the value of open innovation; to identify the types of relations of each agent; to consider the barriers to knowledge management in innovation; and to assess the risks considering the possibilities derived from the agents, their relationships and the barriers. The model is applied in the GOL case and the results are presented.

First, it uses a novel approach to investigate open innovation while studying its risks. This approach considers the knowledge is dispersed and flows from one organization to another through a combination of relations inside the environment of value where the open innovation materializes. Second, it contributes to theory development by opening a research front that fuses four areas: risk management, knowledge management, innovation and inter-organizational arrangements. Third, this paper proposes a theoretical model and presents its operationalization. The study aims to make an impact beyond academia and uses a case study to illustrate the model application in a real and interesting open innovation project to support the business model at GOL Airlines.