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The Role of Innovation in For-Profit Firms’ Tackling of Grand Challenges
Journal of Product Innovation Management Special Issue Call for Papers: The Role of Innovation in For-Profit Firms’ Tackling of Grand Challenges Guest Editors: Shlomo Tarba, Birmingham Business School, University of Birmingham, Edgbaston Park Road, Birmingham, B15 2TY, UK, [email protected] Mohammad Ahammad, Leeds University Business School, University of Leeds, Leeds, LS6 1AN, UK, [email protected] Diana Gregory-Smith, Newcastle University Business School, Newcastle University, 5 Barrack Road, Newcastle upon Tyne, NE1 4SE, UK, diana.gregory- [email protected] Sir Cary Cooper, Alliance Manchester Business School, University of Manchester, Booth Street West, Manchester M15 6PB, UK, [email protected] Florian Bauer, Lancaster University Management School, Lancaster University, Bailrigg, Lancaster LA1 4YX, UK, [email protected] Motivation for and Aim of the Special Issue The term “grand challenge” (GC) has been coined by the mathematician David Hilbert whose list of important unsolved problems has encouraged innovation in the field of mathematics since the turn of the 20th century (George, Howard-Grenville, Joshi, & Tihanyi, 2016). GCs are ambitious social and environmental goals that harness science, technology, and innovation to solve critical issues at the national and/or global scale (U.S. Office of Science and Technology Policy, 2014). GCs are generally seen as complex problems with far-reaching societal implications that lack a clear solution and inherently entail handling a great deal of complexity (Grodal & O’Mahony, 2017; Olsen, Sofka, & Grimpe, 2016; Vakili & McGahan, 2016; Venugopal & Viswanathan, 2019). Each of these challenges could create overwhelming disruptions to organizational and societal systems and various dynamics could result in a collapse of organizations (Rudolph & Repenning, 2002). -
Lord Mark Malloch-Brown
Last Updated Jul. 28, 2018 (*.xlsx file attached to this PDF) Mark Malloch-Brown Burkes Peerage; UK Civ. Reg., SEC Biography Timeline Dates Organization/ Activity Title / Position (attached *.xlsx contains Citation column D >>>) Lord Mark Malloch-Brown Marylebone, London, UK; mother Ursula Elspeth Pelley (b. Dec. 31, 1921), daughter of Sir Kenneth Raymond Pelly and Elspeth Norna Grant; father, exiled South African diplomat Lieutenant Robert George Malloch Brown son of Robert W. Malloch Brown (South African Naval Force)(d. May 11, 1967); 1953 (Sep 16) Born, Rhodesia wife Patricia Anne Cronam (m. 1989); daughters Maddison Jane (b. 1991), Isabel Anne (b. 1994), Phoebe (b. after 1994), and son George (b. after 1994); Source: Burke's Peerage Nos. 401249, 401250, 401248, 401251, 401253, 401252 , 401254 1975 (ca) Cambridge University, Magdalene College First Class Honour's Degree in History 1976 (ca) University of Michigan Masters in Political Science 1977-1979 The Economist Polical Correspondent, Development Specialist, Communications Consultant United Nations High Commissioner for Refugees (UNHCR), 1979-1981 Thailand Field Operations for Cambodian Refugees (Camps SaKhao- Chief of Field Operations I-Dang) Sources: Various incl. UK Parliment, Wikipedia, Wayback Machine, Companies House. Page 1 Last Updated Jul. 23, 2018 Mark Malloch-Brown Burkes Peerage; UK Civ. Reg., SEC Biography Timeline Dates Organization/ Activity Title / Position (attached *.xlsx contains Citation column D >>>) United Nations High Commissioner for Refugees (UNHCR) 1979-1981 Deputy Chief Emergency Unit in Geneva, Horn of Africa, Central America 1979-1983 United Nations High Commissioner for Refugees (UNHCR) Staffer Nobel Peace Prize to the United Nations High Commissioner for 1981 Co-recipient Refugees (UNHCR) 1983-1986 The Economist, Economist Development Report Founding Editor Lead International Partner; Co-owner; experts on privitization and economic 1986-1994 Sawyer-Miller Law Group, Washington, D.C. -
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Contributors Virginia Aggelou, National and Kapodistrian University of Athens, Greece Yue S. Ang, School of Law, Oxford Brookes University, UK Alexander-Stamatios Antoniou, National and Kapodistrian University of Athens, Greece Marioleni Apergi, National and Kapodistrian University of Athens, Greece Shehla Riza Arifeen, The Lahore School of Economics, Pakistan Valerie Bevan, Lancaster University Management School, UK Susan Bisom-Rapp, Thomas Jefferson School of Law, San Diego, USA Ronald J. Burke, York University, Canada Paula Burkinshaw, Leeds University Business School, The University of Leeds, UK Shani D. Carter, Nicolais School of Business, Wagner College, New York, USA Kate Clayton-Hathway, Oxford Brookes University, UK Cary Cooper, Alliance Manchester Business School, University of Manchester, UK Shanna R. Daniels, Florida State University, USA Allan Discua Cruz, Department of Entrepreneurship and Strategy, Lancaster University Management School, UK Nikos Drosos, National and Kapodistrian University of Athens, Greece Elaine Dunn, Department of Leadership and Management, Lancaster University Management School, UK Ulrike Fasbender, Department of Work and Organizational Psychology, Justus-Liebig- University Giessen, Germany Ritsa Fotinatos-Ventouratos, The American College of Greece Caroline Gatrell, University of Liverpool Management School, UK Fabiola H. Gerpott, VU University Amsterdam, the Netherlands Kaylee J. Hackney, Baylor University, Texas, USA Eleanor Hamilton, Department of Entrepreneurship and Strategy, Lancaster University -
Management Articles of the Year January 2013
Management Articles of the Year January 2013 With a foreword by Sir Paul Judge In association with Contents Page Foreword 3 Introduction 4 About the articles 6 Article 1 Improving the Quality of Working Life: positive steps for senior management teams 7 Article 2 Failure, Survival or Success in a Turbulent Environment: the dynamic capabilities lifecycle 13 Article 3 A New Role Emerges in Downsizing: special envoys 20 Article 4 Only a Click Away? – What makes virtual meetings, emails and outsourcing successful 25 Article 5 Closing the Needs-to-Offer Gap: customer relationship management in retail SMEs 31 Acknowledgements 38 Copyright Chartered Management Institute © First published 2013 Chartered Management Institute 2 Savoy Court, Strand, London WC2R 0EZ All rights reserved. Except for the quotation of short passages for the purposes of criticism and review, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publisher. British Library Cataloguing in Publication Data A CIP catalogue record for this report is available from the British Library ISBN 0-85946-458-x Foreword The way that people in positions of authority exercise leadership and management has a decisive influence on the performance of their own organisations and therefore of the wider economy. It has been estimated that raising aggregate employee engagement from the bottom to the top quartile of performance could add over £20 billion to the UK’s Gross Domestic Product.* We know that such a shift demands the adoption of more effective leadership and management styles about which there is considerable evidence.