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The starting point of this study is a broader review of literature related to innovation partnerships. Based on that review, the concept of Living Labs was identified as a proper enabler of regional collaborative innovation between a variety of stakeholders. Then, the aim was to identify the practices for successful collaboration of Living labs through comparative case study in five European countries, i.e. Austria, Denmark, Finland, Netherlands and Sweden. As a result, we clustered the success factors to four categories: 1) shared vision, 2) funding and operational model 3) collaboration (including orchestration) and complementary partners and 4) value co-creation and impacts of the collaboration. As a practice-oriented comparative case study, there was only limited theoretical contributions; the linkages between different concepts was demonstrated both at literature and at practice. [ABSTRACT FROM AUTHOR]

In this paper we describe an approach to assess the impact that a shared vision has on the perceived meaningfulness of work in an organization. Our measurement system is based on the essential principles of performance measurement. Building on this assessment logic, we present the process and respective scales that allow us to measure changes in perceived meaningfulness that occur through a shared vision development process. With this work, we provide a practically applicable measure to evaluate whether the creation of a shared vision is beneficial for an organization. [ABSTRACT FROM AUTHOR]

Digital transformation involves the use of technology to change the way organisations and industries operate. The success of digital transformation relies on cultural change; the willingness and ability of employees to share their knowledge and create a shared vision of the organisation. Individual barriers to share knowledge, such as lack of trust and communication skills; and organisational barriers to share knowledge such as organisation structure, culture and communication mechanisms; limit transformational change and are well documented. Storytelling is an established means to share knowledge. LEGO® Serious Play® (LSP) is a method that facilitates storytelling and initiates conversations, enabling tacit knowledge to be shared. The aim of this paper is to evaluate the effectiveness of the LSP method to reduce the known barriers to knowledge sharing and construct a shared meaningful context for transformational change in a UK SME. The LSP method was used by trained LSP facilitators in a series of workshops involving all employees in the organisation. Each workshop culminated with a LEGO® model and a video recording explaining the model. Feedback was gathered from participants about their perspective on knowledge sharing. Six months later, the organisation’s CEO was interviewed to determine the effectiveness of the method in facilitating sustained changes in knowledge sharing behaviour. The use of the LSP method removed barriers to share knowledge by creating a trusting environment and providing an effective means for open communication in which everyone had an equal voice. The workshops produced a tangible shared model of the vision for the organisation in which all employees were invested. The playful nature of the method used is deceptive, concealing the rich and complex knowledge sharing processes, and the depth of cultural, organisational and individual transformation experienced during the workshops. LSP is a low-technology method that removes the barriers to share knowledge through cultural change, providing a shared vision for effective digital transformation. [ABSTRACT FROM AUTHOR]

Circular construction entails keeping stocks in a closed cycle and working without harmful emissions to air, water and soil. Traditional building interferes with those principles. Constructions companies need to innovate and collaborate in value-webs. We explored the development of Collaborative Business Models in circular renovation projects. We used our steppingstone tool for collaborative business model development: (I) Vision, (II) Joint Learning, (III) Network Dynamics and (IV) Business Model. We found that there is no royal path for renovation projects in residential housing; the process is cyclical and iterative. We elaborate on the shared vision paradox. On the one hand, visions are soft and based on reference frames and mindset. On the other hand, vision are influenced by hard factors, like solid contracts and final price agreements. Organisations need to negotiate the bandwidth of what is fixed and where there is room to manoeuvre. Awareness, transparency and trust are crucial conditions for developing Collaborative Business Models. [ABSTRACT FROM AUTHOR]

As SELFIE (Self-reflection tool for digitally capable schools) piloting has shown, self-assessment of the use of digital technologies (DT) in schools provides school teams with a lot of useful information. Nevertheless, as the feedback highlights, school team members are very interested in also getting the specific targeted recommendations for improving work planning in this area. Here we suggest two practical data-driven approaches for preparing such scale-based recommendations. The first tool is based on Kruskal-Wallis non-parametric test of responses and helps to evaluate if the school develops and supports the shared vision on the integration of DT in the school. It allows us to correspond to the dichotomous scale of a shared vision. It was found out that on the sample level the influence of the shared vision formation is not tangible. The second tool helps to classify across the sample schools, the progress in the use of innovative teaching and learning with DT. Each school was attributed based on the variability of teachers' and school leaders' responses. A cluster analysis was implemented to classify results. Ten clusters obtained were assigned to three out of five levels of the RISC (Reinventing School Coalition) metric/scale. [ABSTRACT FROM AUTHOR]

The scarcity of IT resources and technological advancements in high-tech small and medium enterprises (SMEs) require leaders to embed IT ambidexterity -- simultaneous pursuit of IT exploitation and IT exploration activities -- into their organization's strategy, which could be challenging. To better understand how leaders enable IT ambidexterity, this study focuses on the leadership decision-making style (directive decision-making and participative decision-making) as a key driving factor. Moreover, we examine how and when leadership decision-making styles are most effective in enacting IT ambidexterity by considering new product development (NPD) team diversity and shared vision as two important contingencies. Finally, we test the role of IT ambidexterity in improving NPD performance. We analyse our research model using survey data from 292 high-tech SMEs. Our findings suggest that both decision-making styles enable IT ambidexterity, however, participative decision-making style is more effective in highly diverse NPD teams and directive decision-making style should be preferred when shared vision is a dominant factor among NPD team members. Our results also show that IT ambidexterity significantly enhances NPD performance. We discuss our contribution to information systems (IS) and ambidexterity research and provide implications for practice. [ABSTRACT FROM AUTHOR]

Digital transformations are essential for organisations to stay competitive in modern economy. A digital transformation demands the business and IT departments of an organisation to be aligned and have a shared vision on the organisation's future. To aid the generation of a shared vision as a basis for digital transformation, we propose the Operating Model Canvas (OMC) Approach. Its result is the OMC, a model that visualises the organisation's value propositions, primary and supporting business activities, channels, and actors. We have performed a retrospective case study to codify the process and deliverables of the OMC Approach, to define its scientific fundamentals, and demonstrate its results. We found that the OMC provides a shared language for business and IT departments and subsequently generates them a shared vision. The key elements for generating a shared vision during the approach are the usage of existing client documentation and the active client participation throughout the entire process. We think the OMC can therefore be a solid starting point for a digital transformation project. The scientific contribution of this paper is to add to the theory of digital transformation design by codifying the OMC Approach. [ABSTRACT FROM AUTHOR]

This paper treats handling uncertainty in goal setting in collaborative innovation. In successive case studies, we investigate unfolding network dynamics in social and technical innovation. From process analysis of sustainable disaster management, we zoom in to beginnings of innovation processes in automotive industry. Finding similar pattern allows insights into initial collaboration dynamics. A switch away from traditional goal targeting seems necessary for effective management of uncertainty. The studies implicate that in successful mass collaboration (a) ultimate goal setting does not happen before, but becomes a recurring task along the process (b) goal finding rather means to develop a shared vision from the start (c) matchmaking is a decisive process in itself that overlaps partly with collaboration but starts before and probably outside. Co-evolution of goals and partnerships means management has to back out of strict control in mass innovation and process dynamics need careful attention from the beginning. [ABSTRACT FROM AUTHOR]

Effective knowledge sharing within project teams is of critical importance to knowledge-intensive organizations. Prior research studies indicate a positive association between shared cognitive perspective and effective knowledge sharing behavior among co-workers. Building on these studies and drawing from theoretical foundations found in the sociological and social-psychological literature on organizational trust and knowledge sharing, this study sought to test the effect of shared perspective (i.e. shared language and shared vision) on organizational knowledge sharing behavior. The data were provided by 275 'legal professionals' and paralegals who were all knowledge workers engaged in shared legal project work at one of Canada's largest multijurisdictional law firms. The nature of their work required a significant reliance on co-workers for both explicit and tacit knowledge. Multiple regression analysis, among other statistical techniques, was used to test the hypotheses and determine significant relationships. Overall, having a shared cognitive perspective had a positive effect on knowledge sharing behavior in the firm. Results showed a positive relationship between shared perspective and willingness to share knowledge; where higher amounts of shared language or shared vision led to higher willingness by the respondent to share with their co-worker, regardless of working relationship. Results also showed a positive relationship between shared vision and willingness to use knowledge. Surprisingly, no significant relationships were found between shared language and willingness to use knowledge in either group. Interestingly, the results also suggested that both shared language and shared vision led to a significantly higher perception that knowledge received from positive referent co-workers was useful. However, neither shared language nor shared vision had a significant effect with negative referents. This finding suggested a need to further explore the effect of working relationships in subsequent research [ABSTRACT FROM AUTHOR]

This section presents abstracts of several studies on organizational behavior. "Darwinism, Behavioral Genetics, And Organizational Behavior: A Review and Agenda for Future Research," which reviews the evolutionary proecsses and behavioral genetics for organizational behavior. "A Meta-Analysis of Stress and Performance at Work: Moderating Effects of Gender, Age, and Tenure," studies the relationship between stresses and work performance. "The Role of Leader Behaviors and Leader-Member Exchange in Customer Service," discusses the evaluation of leader-member exchange in salons in Taiwan.

As charismatic leaders are more inclined to have personality traits predisposing them to unconventional, extreme and sometimes self- destructive behavior, there is a question of how those behaviors affect the followers, namely their acceptance of the leader and their willingness to share the leader's vision. This study explores the interface between potential followers' attribution of causes of positive and negative behavior of charismatic leaders, and the connection between the leader and followers through shared vision. The study proposes a measure to explore how the followers make attributions of positive or negative events for charismatic and non-charismatic leaders, and the extent to which they are likely to share the vision of a charismatic or a non-charismatic leader using a sample of real business executives. The study finds that the respondents are significantly more likely to share the vision of the charismatic leader, particularly following negative events involving the latter, and are significantly more likely to view negative behavior as less important, more acceptable and more caused by personal reasons. Charismatic leaders may be better able to 'weather the storm' when negative events happen compared to the non-charismatic ones. The paper concludes with a suggestion for a new maintenance model of charismatic leadership. [ABSTRACT FROM AUTHOR]

Companies are seeking to focus, energize, and retain good employees by achieving both engagement and commitment. Yet, according to Gallup, less than 33% of the US workforce felt engaged with their work in 2014 (Adkins, 2015). One of the techniques that is being studied by scholars and applied by practitioners is to have and share a company higher purpose. This quantitative study empirically supports that having and sharing a company higher purpose positively impacts the level of an employee's workplace engagement and organizational commitment. The unique contribution of this research is that when an employee has a personal purpose, even if it is not specifically linked to the work they do, their level of engagement and commitment to the organization are higher and they experience a sense of life satisfaction that does not come from a shared company purpose. Engagement and commitment are positively affected when a company has a higher purpose that is shared, but our study found an even stronger positive affect on engagement (R? of 0.41 versus 0.29) when someone has identified a personal purpose. Demonstrating that the ideal state of high levels of engagement and commitment occur, with the added bonus of increased satisfaction with life, when an organization has a higher purpose, understands how to share this purpose and helps their employees identify their personal purpose. their personal purpose. [ABSTRACT FROM AUTHOR]

Collaboration is recognized as a viable strategy for addressing uncertain, complex and wicked problems. However, previous inquiry has not solved an important problem for practitioners − how to overcome imposing challenges for success. This study empirically validates the positive impact of autonomy, boundary spanning, common (or shared) vision and the mediating role of a design attitude as key to successful collaboration performance. This study proposes a theoretical perspective for collaborators to adopt design science, the language of designers and a design attitude as an empirically informed pathway for better managing the complexities inherent in collaboration. This study is also the first to empirically develop and quantitatively validate a design attitude scale for building better collaborations. We propose increasing successful collaboration performance research contributes to the development of evidence-based and research informed strategies for creating practitioner tools. [ABSTRACT FROM AUTHOR]