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This paper makes a contribution to the literature on the development of ecosystems. The orientation of this paper is developmental rather than descriptive, as it is the researcher’s contention that (i) many ecosystems can benefit from external support; (ii) support for the development of ecosystems needs to be adapted according to their type and (iii) existing typologies of ecosystems are insufficiently elaborated for those involved in facilitating the development of ecosystems to plan their interventions. The DOTE Model (a Development-Orientated Typology of Ecosystems) introduces a typology with nine types of ecosystems that provide one of the following: (i) Capable Entrepreneurs, (ii) Innovation Leadership, (iii) Asset Exploitation, (iv) Value- Chain Re-Engineering, (v) World-Class Parity, (vi) Capability to Capture Future Opportunities, (vii) Profitable Upscaling, (viii) Networking Advantage and (ix) Benefits for People and Planet. [ABSTRACT FROM AUTHOR]

Innovation is frequently advocated as the premier pathway for progress. However, it is not the only tactic available. Agility is also a significant driver of organisational change. This paper investigates two cases to examine how action was taken to mitigate the consequences of the coronavirus pandemic in the UK. One pressing need was to construct a specialist emergency hospital and another to develop an effective vaccine for Covid 19. The relative significance of innovation and agility varied greatly but, in both cases, there was a beneficial symbiotic relationship between these intertwined practices of action. It can be concluded that innovation alone could neither have delivered the emergency hospital nor could it have provided an effective vaccine. The story ends with a hope that agility and innovation will recognise that they can be like partners in a good marriage, with each gaining from the other's distinctive capabilities. By recognising its true strengths, interdependencies and limitations, we can conclude that 'innovation has come of age'. [ABSTRACT FROM AUTHOR]

There can be few people that are unaware that Apollo 13 was on its way to the moon when an explosion caused several key systems to fail. Fortunately, the interlinked crises experienced by the Apollo 13 crew have been extensively documented. Using grounded theory techniques, we have analysed these rich data from an organisation development perspective and found that NASA's ability to respond effectively was enabled by eight interdependent capabilities that can be adopted by other organisations that need to be resilient in crisis situations. The distinctive capabilities are: (i) active role modelling of an engineeringexcellence ethos by the upper echelon, (ii) collective utilisation of standardised rigorous problem-solving methodologies, (iii) technology-enabled systemic situation awareness, (iv) extensive and forensic simulations of multiple contingencies; (v) clarity about decision ownership, (vi) aligned granular innovation capability, (vii) proof of the capability of individuals to be efficient and effective, despite adversity and (viii) a heedful group-mind. [ABSTRACT FROM AUTHOR]

Employee turnover in the hospitality industry is usually very high with annual turnover rates sometimes reaching three figures. A high turnover rate usually means the Human Resource department struggles to maintain staffing levels within the organization. It is more crucial today as the millennial generation is currently the largest workforce in the hospitality industry and the values they bring- in sometimes directly conflict with dated management styles. The generation gap between the managers and the millennials along with the aforementioned mindset adopted by senior - management within the industry is usually a major reason for turnover rates within the industry. While introducing new employees into the workforce care must be taken to help them fit in. This fitting -in process or Socialization is highly important as when employees feel comfortable they tend to resist changing jobs. Taking this idea further through formal strategies of consistent employee engagement or encouragement of informal Socialization bonds between employees may help create ties that bind them strongly to the organization. While empathy is a crucial component in management, the willingness, by most senior-management, to hold steadily onto tried and tested management styles continues to hold sway. In this, the millennial generation has little time for approaches that may have got the job done previously. Trust which is the key component in a friendship has its roots in the Socialization. Whether this is developed formally or organically the idea of having a friend(s) within the organization seems to have won favour with the millennial generation's lifestyle and values. To avoid such a high turnover and help maintain a sense of belonging within the organization the process should begin with mindset changes from the top. Unfortunately this is slightly more difficult as it requires leader(s) within the organization who actually recognize this as a priority while being able to wrestle with the issue from both a macro and micro perspective. [ABSTRACT FROM AUTHOR]