Table of contents
The ambidextrous manager: what role does culture play?
Ian R. Hodgkinson, M.N. Ravishankar, Michelle FischerIt is known from research that the right context can help managers develop an ambidextrous approach. But just as few of us are naturally ambidextrous, many managers fail to…
Balancing control and autonomy in communities of practice: governance patterns and knowledge in nine multinationals
Stefano BorzilloThis research aims to uncover three forms of communities of practice (CoPs), based on a set of six governance mechanisms. The focus is on the specific question of how…
Social media: open innovation in SMEs finds new support
Emma L. Hitchen, Petra A. Nylund, Xavier Ferràs, Sergi MussonsThe exchange of knowledge in social networks is fundamental to innovation. Open, interactive, innovation requires collaboration through social networks. This social networking is…
Going East: a framework for reverse innovation in SMEs
Dominik DellermannPast research demonstrated that reverse innovation initiatives generate tremendous returns for innovators. However, the focus is on multinational corporations (MNCs). This paper…
Responsible innovation at the bottom of the pyramid
Arpita AgnihotriThis paper aims to explore various routes through firms can meet needs of the Bottom of the Pyramid (BoP) consumers in a socially responsible manner.
Windmills in cyberspace
Peter Buell HirschThe purpose of this paper is to stimulate an urgent dialogue about the impact of automated opinion engines (“bots”) on the functioning of public institutions in democratic…
ISSN:
0275-6668Renamed from:
Business Strategy SeriesOnline date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Ms Nanci Healy