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This paper aims to expand the understanding of the design thinking (DT) field and provides evidence that DT as an innovation mindset centered on user/human needs is able to lead enterprises to the development of radical product innovation.

The study is based on an illustrative case analysis of four eras of radical innovations in the watch industry, from the mechanical wristwatches to smartwatches.

The findings from the watch industry substantiate the developed DT triangle framework for designers, managers and executives, enabling the development of radical product innovation.

The study provides evidence for the claim that human-centered approach (rather than design-driven, meaning-changing approach) in DT can successfully lead to radical product innovations. For this, this paper distinguishes between “need” and “meaning” in the DT field and reemphasize the role of creating empathy with users to be able to identify their newly shaped needs. Fulfilling these newly shaped needs would ultimately result in the development of radically new products.

To develop the case, the authors used secondary sources including company annual reports, industry reports, news articles, social media sites, academic journal articles and company websites. This case has been classroom tested with students in the MBA Program and Master of Science in Management and Technology Program, and with undergraduates in an operations management course.

Movado Group, which has been a fierce competitor in the luxury watch market, has been facing unprecedented challenges posed by consumers’ enthusiasm for smartwatches and by their love of shopping online. The arrival of the COVID-19 pandemic has intensified these problems and brought new setbacks. This case examines these challenges to the company’s current business model. It then explores opportunities that could transform Movado into an innovative, digitally oriented organization capable of reaching consumers in a dynamic market while combating intense competition from the smart wearable devices that threaten traditional watch companies. The case also discusses the importance of building a robust supply chain through the lens of Industry 4.0 to guard against future supply chain disruptions.

Instructors can use this case in operations and supply chain management classes at the undergraduate and graduate levels. The focus of the case aligns with discussions of supply chain management and Industry 4.0. In particular, the case uses supply chain innovation theory to investigate the implications of Industry 4.0 in the watch industry and dovetails into discussions of omni-channel experience and virtual reality in retail that integrate multiple points of contact to reach consumers efficiently.

The purpose of this paper is to explore contemporary issues in film tourism with reference to the growth in related tourism fields.

The paper examines the relationship between growth in dolphin and whale watching and the popularity of the Free Willy series of films.

Observes that films can significantly influence aspects of ecotourism, especially in terms of the expectations of tourists.

The paper illustrates how new tourism niche markets are strongly influenced by nature‐related films and discusses the implications for tourism stakeholders.

The paper reviews and reveals the potential for film‐induced ecotourism.

The purpose of this paper is to examine the process of innovation management in the eighteenth century in the context of the search for precision time keeping in the watch making industry. In particular it looks at how knowledge was managed and transferred among interested stakeholders in the process.

The paper reviews the published horological literature on the subject and considers it within modern theories relating to the management of innovation.

This paper illustrates that personal contact and collaboration is important to the development of innovation. The paper highlights the importance of networking in the process of innovation and collaboration as a means to share and develop ideas. Collaboration with organisations working in adjacent technologies was found to be present and competition promoted by the incentive of financial reward was found to be a motivator factor for moving innovation forward.

This paper will be helpful to academics who study innovation history as well as current innovation management practices.

This paper aims to explore managers' perceptions of learning within a sample of Swiss watch firms.

A purposeful (judgmental) stratified sampling method was employed, where in‐depth interviews with 13 marketing managers and owners were carried out over a three‐month period. Meaning units (MUs) were abstracted, which were compared and discussed with the interviewees until a basic agreement of terms could be made.

By providing tangible evidence of qualitative statements, this research suggests that if decision makers wish to influence business performance, they need to be aware of this comprehensive insight into the potential of learning orientation.

This research has taken a qualitative approach to establish external reliability. Hence, this could be followed by a large‐scale survey to discover how it can influence employee idea generation and performance. Another limitation is the exclusive focus on senior managers and owners of Swiss watch companies, who have a specific culture, history and experience. Consequently, it would be useful to take a similar approach to other established industries with different culture and environmental characteristics and experience, so that comparisons can be made.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organisations. The paper has practical implications for managers involved in unifying focus for the efforts and projects of individuals as it shows the importance of an organisation focusing on learning orientation, thereby leading to superior performance.

The paper provides a good example of learning deficiency as one of the main reasons why these companies find it so hard to successfully stay in the market.

Going beyond odd and even prices, this paper aims to explore the rationale behind the widespread practice of setting prices ending in “50” or “80” in the luxury industry. The authors argue that when they set such prices, managers agree to reduce their profit margin to limit the anticipated guilt luxury consumers associate with luxury shopping while also protecting their brand luxury. The authors label these prices compromise prices and formally define compromise pricing as the practice of choosing a price’s ending so that the price falls below (but not just below) a round number to boost sales without damaging brand luxury.

Following the observation of the overrepresentation of prices ending in “50” and “80” in the luxury clothing category, an experiment explores the impact of compromise prices on anticipated guilt and brand luxury in the luxury watch category. Then, to identify when luxury pricing managers typically favor compromise prices, multinomial regressions investigate prices collected on two online luxury fashion retailers for the luxury clothing and handbag categories.

Compromise prices reduce the anticipated guilt luxury consumers associate with luxury shopping compared with even prices while enhancing brand luxury compared with odd prices and interestingly, with even prices also. This finding gives rationale to luxury managers’ preference for compromise prices in the ninth hundred (i.e. €X950, €X980), especially for higher-priced products, i.e. when the potential for price underestimation and/or the risk of damaging brand luxury are more important.

This research contributes to the field of luxury pricing by providing evidence to an original price-ending practice, coined compromise pricing, which consists in agreeing to a slight reduction in prices and unit margin to protect brand luxury.

To investigate the impact of knowledge-intensive FDI in the Chinese pharmaceutical industry, this study analyzes the activity of foreign MNEs operating in this context by exploring their innovative background, the organizational arrangements they use for local knowledge creation and the performance of their local innovative processes. Based on the analysis of the universe of USPTO pharmaceutical patents applied for between 1975 and 2010 and granted to foreign assignees utilizing the work of Chinese inventors, our results show that, while the presence of foreign MNEs in the Chinese pharmaceutical industry entails a strong potential for positive externalities that could enhance the performance of the local innovation system, such externalities do not completely materialize yet, likely because of local actors’ limited absorptive capacity.

This article summarizes first findings of a study of labour productivity in tourism undertaken by the author for British Tourist Authority / English Tourist Board Research Services in late 1986.

This paper analyses firms, which survived in a collapsed regional cluster. The target is to analyze whether the principles for enduring success identified researching success factors of very old firms also apply in such an environment.

The authors conduct a series of contrasting case studies, embedded in cluster theory and enduring success research.

Firms survived with very different strategies and levels of outsourcing. However, surviving firms were congruently very conservative in their finances and in innovation behavior. Risk aversion and an early detachment from the declining cluster were found as success patterns for survival.

Owing to the disappearance of most other firms in the cluster, it was not possible to evaluate their unsuccessful strategies, which means that they cannot be excluded for sure if failed firms applied similar tactics than the surviving firms. This study is focused on one cluster in one industry. Future research could feel encouraged to test the enduring success principles on large scale, multi‐industry surveys.

The conclusions from this research stress the merits of a conservative approach to corporate management, which contrasts with a more risk‐taking attitude managers may feel tempted to take in order to satisfy some (financial) stakeholders.

The “conservatism hypothesis” discussed in this research complements the discussion on corporate ethics.

This paper adds to existing enduring success literature by applying it to the extremely challenging environment of a declining industry. It contributes to cluster theory, in particular to cluster life cycle research.

The purpose of this paper is to argue that in a strategic context organising is a cybernetic process that corresponds leadership and management. The paper reflects on the obverse condition where the lack of correspondence may facilitate failure.

The paper applies Stafford Beer's viable systems model to consider management and leadership's relationship in the organisational context and draws on the practice of leadership and management to support the theoretical assertions.

That management and leadership are key processes in organising that need to be in mutual correspondence in order to sustain the viability of the organisation.

The paper explores management and leadership from a systems perspective and so further practical work could be initiated to consider both successful organising and failure.

The paper is attempting to demonstrate that organisations may need to develop leadership and management contiguously as control and viability drivers; and that the duopoly of management and leadership is at the heart of the cybernetics of organising.

The paper attempts to consider the seminal cybernetic process of organising.