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This article aims to provide examples of opportunities to implement disruptive innovation and offer a framework to introduce it in the public sector – proposing a way to use innovation to make public programs radically cheaper without slashing services.

By focusing on the public sector job to be done – promoting public safety through incarceration vs electronic monitoring – can illuminate how to accomplish the core goals of an existing process in a different way.

The paper finds that the best place to start disruptive innovation tends to be in a market segment that is vastly over‐served or not served at all by the current, dominant model of delivery.

Government has an array of tools and channels that can be used to foster the growth of disruptive technologies.

From homeland security to education, from health care to defense, what is needed are innovations that break traditional trade‐offs, particularly that between price and performance. Disruptive innovation offers a proven path to accomplish this goal and in the process transform public services.

The purpose of this paper is to identify the past and present practices, and the future roles of performance measurement in the Thai public sector. It is part of a transformation effort initiated by the Office of the Public Sector Development Commission (OPDC) on m‐government – more mobile, responsive, and flexible government. The paper also aims to identify possible roadblocks from successfully integrating performance measurement into a management process.

In‐depth interviews with 12 executives and top administrators from private firms and public agencies, and document reviews are performed. The analysis on the participants' opinions is based on the applications of the grounded theory. The interview's findings are verified with document reviews. The roadblocks are identified and substantiated by two experts.

For past and present practices, performance measurement is part of management tool and responsibility, a quality management system, and a learning organization. Its future viewpoints include a driver towards good governance, transparency, and accountability, and a success factor of performance audit and organizational competency/capability. Four important roadblocks in implementing performance measurement in an organization relate to staff empowerment, budgeting, external knowledge, and linkage with software usages.

The findings provide important information into the OPDC's planning process on its m‐government transformation initiative.

The paper attempts to blend knowledge on performance measurement from both the private and public sectors. It highlights the greater roles and expectations on performance measurement in an organization.

Organised labour, in the form of trade unions, has been an ever‐present part of the industrialised world. Organised labour has faced a number of structural threats but recent changes in company formation and operation pose perhaps the ultimate threat. The new breed of entrepreneur – the “cyberknight” – adopts new forms of employment and labour practice which change the need for, and the role of, unions to the point where they may be unable to adapt. Describes the history of trade unions and highlights the changes that may break the continuum of this history. Suggests that the cyberknights – often unwittingly – may bring about the end of organised labour.

Acquisition of products and services from contractors consumes about a quarter of discretionary spending governmentwide and is a key function in many federal agencies. In fiscal year 2005 alone, federal government contracting involved over $388 billion. The work of the government is increasingly being performed by contractors, including in emergency and large-scale logistics operations such as hurricane response and recovery and the war in Iraq. Many agencies rely extensively on contractors to carry out their basic missions. The magnitude of the government's spending and dependence on contractors make it imperative that this function be performed as efficiently and effectively as possible. Yet, acquisition issues are heavily represented on GAO's list of government highrisk areas. In the 21st century, the government needs to reexamine and evaluate its strategic and tactical approaches to acquisition. To identify and discuss the key issues confronting the federal acquisition community, the Comptroller General hosted a forum in July 2006 that brought together acquisition experts from inside and outside the government. Participants shared their insights on challenges and opportunities for improving federal acquisition in an environment of increasing reliance on contractors and severe fiscal constraint.

This paper aims to develop and argue for a new research path to advance theory on incumbent firm adaptation to discontinuous technological change. Integrating variance and process epistemologies, implications of distinguishing a firm's capacity to adapt from their adaptive choices are highlighted.

The concepts and argument presented are based on an extensive review and synthesis of the literature on the phenomenon.

Distinguishing resource-based capacity variables and behavioral-based choice variables can fuel progress in the literature on incumbent adaptation to technological changes. More attention is needed on the direct, proximate determinants of what occurs in the process of adaptation, e.g. the intermediate choices to adapt, the timing of adaptive actions and the selection of a means for adapting. Work must then associate specific choices with performance outcomes to complete both sides of the mediated cause-effect model connecting characteristics of the decision issue to performance.

Most studies toward understanding how incumbent firms adapt to discontinuous technological innovation have used variance analyses to identify firm and technology characteristics that explain adaptation outcomes. Focusing on characteristics and content, however, does not adequately explain why or how firms adapt. Scholars thus continue to lament the lack of clear, practical theory. I contend one heretofore unaddressed reason for this dissatisfaction is that too much of the research base neglects the importance of understanding choices and the factors affecting them.

The purpose of this paper is to identify the state of the art on publications related to “Business Marketing” over the past 10 years (2010–2020) and available in the SCOPUS database.

In this research, a bibliometric study on entrepreneurial marketing (EM) was performed. The articles were selected from the SCOPUS database and dated from January 1, 2010 to July 11, 2020.

In total, 124 articles on the area of business management were identified, they are written in English. Through the systematization of these articles, it was found that the majority of the publications and citations about EM are from the year 2020 (378 articles), respectively, with 17 citations. The Journal of Research in Marketing and Entrepreneurship was the most published on the subject and obtained the highest number of citations over the past 10 years. The authors that obtained the highest number of citations were: Jones and Rowley (2011b) with 101 citations and Mort et al. (2012) with 71 citations. It was also possible to identify four clusters: “entrepreneurial orientation”; “customer strategy”; “market orientation” and “innovative entrepreneurship and marketing.”

This paper reinforces the coherence and scientific structure of the current literature. The systematization of the concepts we present can be used by managers to define strategies and policies in EM planning.

This research gives special emphasis to the publications over the past 10 years, related to the management area and focused on the term “Entrepreneurship Marketing,” aiming to identify publication trends. Another innovation from this research is the usage of a single database, for the case SCOPUS. Moreover, the authors also reveal a current agenda with future lines of research in EM, which will serve as a starting point to prepare other studies in this area.

This chapter reports on the “CEO’s-eye-view” of the 1990 financial crisis at Citibank using unique data from CEO John Reed’s private archives. This qualitative analysis sheds light on questions that have perennially plagued executives and intrigued scholars: How do organizations change routines in order to overcome inertia in the face of radical change in the environment? And, specifically, what is the role of the CEO in this process? Inertial behavior in such circumstances has been attributed to ingrained routines that are based on cognitive and motivational truces. Routines are performed because organizational participants find them to cohere to a particular cognitive frame about what should be done (the cognitive dimension) and to resolve conflicts about what gets rewarded or sanctioned (the motivational dimension). The notion of a “truce” explains how routines are “routinely” activated. Routines are inertial because the dissolution of the truce would be inconsistent with frames held by organizational participants and fraught with the risk of unleashing unmanageable conflict among interests in the organization. Thus, the challenge for the CEO in making intended change is both to break the existing truce and to remake a new one. In this study, I uncover how the existing organizational truce led to the crisis at Citibank, why Reed’s initial attempts to respond failed, and how he ultimately found ways to break out of the old truce and establish new routines that helped the bank survive. These findings offer insight into the cognitive and motivational microfoundations of macro theories about organizational response to radical change.