PurposeThis paper aims to explain the rapid emergence of corporate universities on the basis of fundamental developments presently shaping the economy and society on a world‐wide scale.Design/methodology/approachFour key forms of innovation are identified and combined with the corporate university concept. The paper explains why corporate universities are emerging world‐wide as strategic weapons in the competitive battle among companies, countries and international economic power blocs.FindingsCompanies endorsing the importance of knowledge innovation cannot get around the corporate university concept as part of their strategy. Three major corporate university types are identified and linked to their strategic role as the driving force of knowledge innovation.Originality/valueHelps to explain why corporate universities have evolved as an answer to the challenge of competing in a knowledge‐driven economy.

In Southeast Asia, people of Chinese origin have a remarkably strong presence in trade and industry. The main question addressed in this paper is whether the organization of inter-firm linkages in the Indonesian herbal medicine (jamu) industry resemble characteristics of the Chinese family business or whether, in this industry, a distinct mode of market organization has developed. The business systems approach forms the basis of the analytical framework which is comprised of four market organization characteristics and five key social institutions. In the Indonesian national context, a number of mutually connected social institutions constitute a favourable environment for the development of the Chinese family business system. Results from case studies of eight large and medium-sized jamu firms owned by either Indonesian Chinese or indigenous business people show that, in many respects, the market organization in the Indonesian jamu industry reflects Chinese family business characteristics. However, a distinct Javanese characteristic was also found. The jamu firms display strong paternalistic behaviour towards their suppliers and customers, which can be linked to Javanese authority relations known as bapakism and the high level of collectivism within micro-societies in Indonesia.

The Dutch potato sector went through a process of considerable concentration during the past two decades. The number of firms decreased substantially while production levels increased. The process of restructuring was triggered by a combination of shifting consumer demands, internationalisation of markets, and concentration among food retailers. Many potato firms were unable to adjust to these developments and found themselves either for sale or bankrupt. Others engaged in mergers or strategic alliances to meet the changing demands. The resulting concentration process led to higher levels of both vertical and horizontal interdependence between the remaining firms. The rules of competition have changed: opposed to competing individually, successful potato firms achieve substantial competitive advantages through co‐operative inter‐firm arrangements that gain access to high‐quality raw materials, production capacity, and large customers. Consequently, managing inter‐firm co‐operation has become a strategic issue for firms in the potato supply chain.

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Although the number of companies declaring their commitment to the concept of customer centricity is increasing, many of these companies are struggling to actually shape their organization accordingly. In this article we share the results of our research, which aims to identify key shaping factors that help organizations move towards customer centricity, and key barriers that typically deter organizations from becoming customer-centric. Based on a literature review and field research among both practitioners and academics, we have identified a set of nine shaping factors and three barriers to building customer-centric organizations and explored these in more detail. Our study suggests that there are no simple recipes or shortcuts for organizations to become customer-centric. Instead, companies can reap sustainable competitive advantage from evolving the ability to master nine shaping factors and evade three barriers to customer centricity.