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Hyper-collaboration means managing ecosystems not just as candy stores full of opportunities, but as fiercely competitive arenas in which companies fight for the best partners, technologies and networks to create, build and defend added value.

To address the challenges inherent in the dynamic world of hyper-collaboration, the authors identify the five pillars of ecosystem management and the priorities for implementing them.

To be successful, establish a clear vision and sense of purpose that guides the ecosystem evolution but is robust enough to deal with rapid changes.

Setting out clear IP principles is important, but it should be based on how best to maximize the overall value of the collaboration to all parties, rather than just protection.

Many of the world’s greatest technological challenges and opportunities, such as urbanization and mobility, are impossible to solve without forming a vast network of private and public organizations that work seamlessly together. Hyper-collaboration implies adopting a mindset that assumes it’s likely someone somewhere in the world already knows what you need to know to address such challenges– and it is unlikely that this person works in your company.

The world is changing fast and pace of changes that are being observed since start of the twenty-first century have never been observed before. Due to such changes and their impact, world is described in terms of Volatile, Uncertain, Complex and Ambiguous (VUCA). The trend of industry 4.0 is also said to be an another contributing factor into the VUCA environment. The VUCA creates a lot of challenges for organization from the perspective of management and leadership. Both business and leadership agility are needed more than VUCA as the VUCA world is becoming old. Therefore, the purpose of this research is to review the literature and to summarize the understanding with regard to managing VUCA-RR world in an era of Industry 4.0. Since the advent of term VUCA, many researchers have provided theoretical model and framework to guide managers regarding to their action and strategies. But, current research postulates based upon the literature that agile management’s tools and techniques are highly effective in managing the situation of VUCA-RR in the era of Industry 4.0. The research concludes that Industry 4.0 together with VUCA-RR and indecently possess to change management challenges to organizations. The organization can be in better position to manage change management challenges posed by Industry 4.0 by implementing the agile management. The Industry 4.0 will latter compliment to agile management tools and techniques which will make any organization to become a better equipped to face the VUCA-RR world. The research has also concluded that agile management powered by Industry 4.0 enabling technologies presents enormous opportunity in the form of VUCA 2.0 (Vision, Understanding, Courage, Adoptability, Rapidity and Radicality) that can be used to square off the effect of VUCA-RR world.

Today, amid a global pandemic, the world is changing rapidly. This bought a sense of urgency to adopt this change for the sustainability of both individual and corporate existence. The name given to the future world on the brink of this change and transformation is VUCA (Volatility, Uncertainty, Complexity and Ambiguity). COVID-19 pandemic exposed leadership teams to novel challenges that required many changes to their practices. This has been the most volatile, uncertain, complex, and ambiguous (VUCA) times in healthcare. VUCA software technologies that connect different geographies of the world over the Internet have provided institutions with standardization, harmonization, and acceleration. Understanding the VUCA world, adapting to it, focusing on the opportunities rather than the challenges it brings are the basis of sustainability. In order to increase or maintain the level of development of the countries, it is possible with the health institutions to provide a quality service and the development of standardization based on the VUCA approach. This global pandemic has clearly affected healthcare systems and workers throughout the world, with many worse affected than others. This chapter aimed to give information about the importance of why health managers should provide services based on the VUCA approach.

The future will see a new revolution in both industry and society in Industry 5.0. Human–robot collaboration and robotic management will be critical components of Industry 5.0. In this revolution, humans and robots will collaborate to improve process efficiency by utilizing human intelligence and innovation. Industry 5.0 creates a powerful framework for modern digital smart factories and manufacturing technologies through complex systems, and it is constructed to interact with powerful computing power, to solve complex problems more efficiently and with less human intervention in this Volatile, Uncertain, Complex, Ambiguous, Radicality, and Rapidity (VUCA-RR) world. To overcome VUCA-RR world, Industry 5.0 involves a combination of human and robotic systems for sustainable development. Managers, practitioners, researchers, and educators are scrambling to understand and implement the method as well as to find best practices toward Industry 5.0. This chapter will draw attention to research and practice topics in the VUCA-RR and business agility development methodology in perspective of Industry 5.0.

This paper challenges a concurrent perception that total quality is a management fad and being replaced by business excellence, and suggests that quality is and will be a coherent part of, and a fundamental way to business excellence. This paper further proposes that quality management will move to a higher platform: creative quality, which will be the only sustaining competitive advantage in the future hyper‐dynamic business world. By elaborating the characteristics and reflexes in connection to the attainment of creative quality, this paper presents a new agenda for business excellence.

In the hyper-dynamic business world of today, innovation has become the lifeblood of organizations. Knowledge management (KM) is widely considered an essential antecedent of innovation. However, very little empirical research has specifically addressed how KM is nurtured as support for innovation from a behavioral point of view. This paper aims to operationalize the characteristics of a fitting context – in terms of top management support, organizational rewards and mutual trust – and to clarify the role of organizational context on knowledge management strategies (KMS) and ultimately on firm innovativeness.

By studying 98 surveys from 23 companies from Technology Fast 50 list, based on using the partial least squares method, the authors find that this organizational context has a significant impact on the formulation and implementation of KMS.

Organizational/behavioral context has significant effects on the formulation and implementation of KMS as well as firm innovativeness. The results also demonstrate that the tacit KMS has a crucial impact on firm innovativeness.

From a behavioral perspective, this study empirically examines the role of organizational context (top management support, organizational rewards and mutual trust), KMS and firm innovativeness in a holistic manner in Turkey, a developing country. To the best of the authors’ knowledge, no researcher has undergone those relationships in literature.

This study aims to systematically review strategy making in the seaport context during a period of hyper uncertainty.

A systematic review using the context, intervention, method and outcome (CIMO) framework is conducted in the domains of strategy making and the port sector taking account of hyper uncertainty caused by Brexit.

Strategy making (under conditions of hyper uncertainty) is shown to evolve from both stakeholder/supply chain embedded relationships and from chief executive officer and extra organisational inputs. Through an iterative process of internal resourcing, stakeholder engagement strategy development can be seen to impact five key outcomes of an emerging strategy making under hyper uncertainty: economic returns; societal and regional impacts; deeper improved market engagement; improved environmental sensing and potential for dynamic capability development.

The systematic review integrates the existing fragmented research landscape regarding strategy making under hyper uncertainty, provides future research trajectories and develops a framework emerging from the review.

The framework offers port management and policymakers a tool to improve their engagement with strategy making under hyper uncertainty and associated outcomes.

The systematic review consolidates the fragmented literature and presents future research trajectories. The framework of strategy making under hyper uncertainty developed from the CIMO framework develops existing knowledge and contributes to academic theory.

This paper presents a model for an electronic book (hyper‐book). Hyper‐books are electronic books defined on the basis of the paper book metaphor. This metaphor guarantees ease of use and understanding, as the paper counterpart is a well known concept. The hyper‐book maintains many of the features of paper books, in terms of interface design and available tools (orientation, navigation, personalisation) and provides added‐value that exploits the technology underlying it, such as searching, links and history mechanisms. We give a formal definition of the hyper‐book model as a dynamic system. The hyper‐book model is defined in terms of structural and functional components. Further, how the system evolves under the effects of these functional components is presented. The structural components reflect the book subdivision in pages, and the page subdivision in elements such as text, figure etc. The functional aspect is indispensable for describing the use of a dynamic and interactive system. In particular, a number of operators, which represent reader services, allow the user to change the system ‘state’. This simple model is intuitive, general and easy to extend. The hyper‐book model has been implemented in a working system, and evaluated with a group of users. The evaluation has confirmed that the adoption of the book metaphor is very effective, as it guarantees ease of using and understanding the system. The use of the hyper‐book model for organising and presenting electronic documents could have a considerable impact in the context of electronic publishing. A system, based on this model, could have a large applicability and diffusion in several fields such as electronic libraries, thanks to its user‐friendly interface.

This paper presents hyper‐lib, a model for an electronic library. The hyper‐lib philosophy is based on reproducing the spatial environment of a physical library, in order to exploit users' knowledge of the physical domain in using the electronic system. In the library environment, rooms, shelves, books and services are reproduced by simulating a three‐dimensional environment, where the user can interact with a collection of documents as if he or she were in a physical library. In addition to the physical library features, the hyper‐lib introduces a number of new properties, which result from its non‐physical nature and allow some of the limitations of traditional libraries, such as availability of books and delivery time, to be overcome. The hyper‐lib books are available in electronic form, following the hyper‐book model, which is based on the book metaphor. A formal definition of the hyper‐lib model as a dynamic system is given. The hyper‐lib model is defined in terms of structural and functional components. Moreover, the functional behaviour, i.e. how the system evolves under the effects of the functional components, is presented. The library structural components include the book collection, the librarian, the access mechanisms etc. The functional aspect is indispensable for describing the use of a dynamic and interactive system. In particular, a number of operators, which represent user services, allow the user to change the system state. We distinguish among general services, which are offered in any room of the library, and specific services, which are specific to a particular object or room in the library, such as the librarian, the catalogues, the hyper‐books, the book shelves etc.