The essence of business growth is technological innovation and successful management lies in skilful allocation of resources to bring about the technological change. Seeing the increasing importance of technological innovation and strategy guiding the acquisition and deployment of technological resources for competitive growth, the article attempts to summarize research in the area of technological innovation and technology strategy. Literature brings out the importance of organizational factors supporting technological innovation and technology strategy. A preliminary model has been proposed, suggesting a possible relationship between the three. The article in addition to providing a narrative of literature, also gives practical implications and directions for future research.

The purpose of this article is to recount some highlights of a personal journey of a case study researcher. The researcher not only hopes to give a methodological and scholarly approach to the research but also intends to share some personal exciting and disappointing experiences during the journey. The article gives a detail on identifying the research problem, selection of the adequate research method, selection of the research organization, data collection, analysis and making sense of the data, publishing the results and extending research into post-doctoral research.

Research on innovation practices reinforces the notion that majority of innovation projects fail systematically due to being managed as raw technology projects. Open forms of innovation where internal and external ideas are leveraged across the organisation are gaining importance over the internal and centralised approach to R&D. India, during the last 15 years, has been spiralling ahead towards ultimate economic success based on its 'knowledge-based talent pool'. Innovation has become a top strategic focus for most Indian companies. Seeing the growing importance of innovation and knowledge management, a need was felt to understand how organisations manage their knowledge capital so as to promote innovation. This paper aims to provide insights into how an organisation manages knowledge through culture, structure, technology and leadership, so as to promote acquisition and application of knowledge which leads to innovation. The study brings out the importance of tacit knowledge embedded in the firm's culture, structure and leadership as a complement to the explicit knowledge embedded in the firm's technology and documents.

This article reviews the role of organizational learning and knowledge management in innovation. An extensive review of past literature hints that knowledge, although a very strategic resource, is not easy to manage. Explicit knowledge can be stored in databases or documents but implicit knowledge resides in peoples’, brains. It is the management of this knowledge which poses a bigger challenge for most organizations. Past research mentions that implicit knowledge can be managed indirectly by managing various factors which contribute to an organization's culture, structure, technology, and leadership. A preliminary model has been proposed highlighting the role of organizational learning and knowledge management in innovation. The model high-lights the importance of a flexible and adaptive organization structure, a culture of trust and knowledge sharing, a strong technological network and a committed leadership to promote knowledge development and learning in the organization which is a prerequisite for innovation and creation of new knowledge. The article in addition to providing a detailed narrative of literature highlighting the importance of the various factors identified in the model, also gives practical implications and directions for future research in the area.

The case highlights the decision taken by Facebook in April 2020 to pick up a 9.99% stake in Reliance Jio Platforms, a subsidiary of Reliance Industries Limited—an Indian conglomerate having businesses ranging from oil to retail. While Facebook is an American social media and technology company, Jio Platforms handles the mobility and digital businesses of Reliance. The case discusses the global and the Indian business scenario. With COVID-19 in the backdrop, that had severely dented the global economy, the decision took everyone by surprise. The case discusses what lay in store for the different stakeholders, Reliance, Facebook, the competitors and the regulators as a result of the deal. Both Zuckerberg and Ambani had ambitious plans. Would they be able to create individual and joint values so as to meet their ambitious plans? Would they be able to break new ground and extend the collaboration to explore more business opportunities?