pt. I. The need for innovation : painting the canvas -- pt. II. The winds of change : what drives innovation -- pt. III. Innovation : but not as we know it -- pt. IV. The good, the bad and the ugly -- pt. V. The 11th hour -- pt. VI. The roles of 'big brother' and education -- pt. VII. It's about...

Purpose – The purpose of this paper is to investigate the importance of leadership in an innovative organization. Design/methodology/approach – The paper looks at how leaders can support innovation with the organization. Findings – The paper suggests that there are three phases of the...

Innovation is at the top of many CEO’s agendas. To increase the odds of success, leaders need to understand why they should collaborate with outsiders and how to do it effectively. There are two major benefits of engaging “outsiders”: they challenge company‐internal assumptions, and they...

Often the context of the twenty-first century is described as volatile, uncertain, complex, and ambiguous (VUCA). Influenced by this context, combined with the exponential development of new technologies, how and where we work has changed. Not only that, the VUCA context and different ways of...

Innovation is widely considered critical for organization’s success. We know that innovation happens in the presence of certain values and behaviors, hence it is a question of culture. Culture in turn has one critical influence: the leaders of an organization. That is why understanding how to...

Unlike studies on the vertical integration-performance relationship, we focus on disintegrating firms and investigate the performance consequences of vertical disintegration. We predict a positive disintegration effect on operating performance which is further conditioned on the initial degree...