A practice-based framework for understanding (informal) play as practice phenomena in organizations

Saleh³

2020

IMEFM

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Purpose Innovative undertakings play a critical role in the economic value creation and wealth generation of a nation. This paper aims to contribute to the literature that positions innovation at the core of the tourism industry in the context of emerging markets. Design/methodology/approach The authors adopt a case study approach and draw on secondary sources of data to examine how the UAE is reaping the benefits of innovation to transform itself into a leading international leisure and entertainment hub. Findings The strategy of significant financial investment in complex mega-projects and major infrastructure development have offered the UAE a relative advantage over other industry giants worldwide. Nonetheless, the local government should continue tapping into the multiple and diverse opportunities that product/service and process innovation has to offer if the UAE ambitions to enhance its competitiveness and acquire the status of a global tourism hub. Originality/value While most research efforts to date focused on Western markets, this study contributes to the development of a knowledge base about the role of innovation in the tourism industry in emerging market settings.

Section: Discussionmentioning

confidence: 99%

Innovative leadership in leisure and entertainment industry

Saleh³

2020

IMEFM

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“…Drawing upon the inputs generated by recent literature review articles, we formulate a multi-domain research agenda (Spraggon and Bodolica, 2018) to deepen the current dialogue and improve our understanding of factors and mechanisms involved in the process of organizational deterioration. As illustrated in Table 2, some authors make their scholarly contribution by identifying broader areas of further inquiry on the topic.…”

Section: Discussionmentioning

confidence: 99%

Leadership in times of organizational decline: a literature review of antecedents, consequences and moderators

2020

IJOA

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Purpose Despite the recent increase in scholarly interest on organizational decline, the theoretical and empirical inquiry into this topic remains largely disintegrated. Therefore, leaders in corporate settings who are confronted with critical strategic management challenges are ill equipped for orchestrating successful turnaround attempts to secure the revival of their organizations. The purpose of this paper is to bridge this gap in the organizational decline literature. Design/methodology/approach In this paper, the authors undertake a systematic review of the specialized literature with the purpose of providing an updated account of the extant knowledge base and assisting top managers in their efforts of corporate recovery. Findings Drawing upon the insights from a number of prior literature reviews and the evidence provided in the sampled studies, this research framework offers an in-depth discussion of major antecedents, consequences and moderators of organizational decline. Originality/value The authors seek to make a discerned contribution to the field by advancing a multi-domain agenda for future research that may animate the continuous debate on the most effective strategies and leadership practices for surviving firm decline.

“…It is important to ask whether the key role of the educational institution of tomorrow is to offer some framing rather than shaping of critical thought via a propitious platform for the cultivation of curiosity and reflective inquiry. The relevance of playful pastime activities in university settings to stimulate innovative behaviors of students and encourage risk-taking may also represent the focus of additional scholarly examination (Spraggon and Bodolica, 2018). Moreover, it would be useful to evaluate the success of university-based innovation centers by keeping track of conversion rates from innovative ideas to real start-up businesses, their post-launch longevity and survival rates and their potential economic and social impact.…”

Section: Practical and Research Implicationsmentioning

confidence: 99%

“…Thus, many organizations began institutionalizing nontraditional workplace practices that would allow management to encourage innovation and better shepherd employees' creativity to fruition. Inscribed in this trend are free times and specially designated spaces for informal play where unstructured interactions among workers can sparkle ideas that may ultimately result in significant breakthroughs (Spraggon and Bodolica, 2014b, 2018).…”

Section: Introductionmentioning

confidence: 99%

Incubating innovation in university settings: building entrepreneurial mindsets in the future generation of innovative emerging market leaders

2021

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PurposeOne of the most discernible initiatives of entrepreneurial universities constitutes the launch of innovation centers, where students and alumni can incubate their business ideas and collaborate on innovative projects with the purpose of converting them into start-up ventures. While incubators and accelerators are quintessential in Western academic contexts, educational institutions in emerging economies are lagging behind in the preparation of future-ready business leaders via the establishment of hubs that stimulate entrepreneurial intention and diffusion of innovation.Design/methodology/approachIn this conceptual paper, the authors seek to contribute to the development of entrepreneurial education ecosystems in less advanced regions of the world through the activation of university-based centers of innovation. The authors rely on a general review of the specialized literature to identify best practice insights pertaining to curriculum design and draw on the combined expertise of the authors’ research team in delivering entrepreneurship and innovation (under)graduate courses and executive education programs in emerging countries.FindingsThe authors conceptualize the mission, vision and curriculum of an innovation hub that can be adopted by any institution of higher education from transitional and emerging market settings to build powerful entrepreneurial mindsets in the future generation of innovative leaders. The proposed innovation hub curriculum incorporates a number of practically relevant and learning boosting activities, including the “So, You Think You Can Innovate?” competition, networking events and guest speakers and training seminars and workshops.Originality/valueTo keep up with changing industry dynamics and secure the relevance of their programs, institutions of higher education in emerging economies need to embrace entrepreneurial models of instruction. They ought to allocate temporal, physical and mental spaces and infrastructure to students to facilitate the generation of innovative concepts and encourage them toward commercialization.