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Collaboration is critical for engaging stakeholders and integrating diverse knowledges in social‐ecological restoration. Yet, despite the recognized benefits, ecosystem restoration has often not been collaborative across social and ecological disciplines or across different stakeholder scales. Drawing on relevant literature and practice‐based knowledge derived from our respective experiences working on the restoration of Indonesia's tropical peatlands, we emphasize the need for equitable task distribution; mutually beneficial, trust‐based relationships; inclusive and safe collaborative environments; scrutinizing and redressing power inequalities; establishing a shared understanding of, and vision for, social‐ecological contexts targeted for restoration; meeting on‐site and engaging with place‐based knowledge; and centering Indigenous and local knowledge. Putting in place these interconnected elements can contribute to a more integrated, equitable, adapted, sustained, and impactful collaboration for social‐ecological restoration. [ABSTRACT FROM AUTHOR]

In an era when uncertainty and complexity are more tangible than ever, decision-makers are under pressure to turn from short-term politics and departmentalization to safeguard not only current wellbeing but also the wellbeing of future generations via longer term planning and visioning. In regions, as multilevel governance systems, no actor has the power to determine the decisions of others. Place leadership demands the mobilization of different actors to define an effective strategy for future development, by combining institutional, interpretive and network power in a dynamic manner. This paper reflects on how leadership and power shape shared vision in regional foresight processes, and the role of academic knowledge. We conduct an in-depth single case study analysis of 'Euskadi 2040', the visioning initiative launched by the Basque regional government in collaboration with the research institute Orkestra. We articulate five main contributions of research institutes: facilitating the systemic character of the vision; incorporating academic action-oriented knowledge; supporting the divergence from traditional linear planning paradigms towards flexible learning-centred approaches to policy; promoting an interinstitutional and multi-agent shared discourse; and lastly, leveraging knowledge transfer within international networks. [ABSTRACT FROM AUTHOR]

Developing a school as a learning community is a complex process necessitating active engagement from the entire school community. This paper reports on a study from Finland that focused on exploring learning community development grounded in a shared vision. We sought to investigate the development of a school community with a separate primary and lower secondary school as it progressed towards becoming a unified comprehensive school. The research involved close school-university collaboration to support the community's transformative journey. Our particular interest in this paper is the relationship between the shared vision and learning community development. At the conclusion of the development project, seven semi-structured interviews were conducted with members of the school management team. Thematic analysis of the interview data was undertaken to identify their perceptions of how the shared vision was linked to learning community development. The in-depth analysis revealed five major themes: (1) communication of the shared vision and transparency; (2) present and absent themes in the shared vision; (3) tradition and innovation; (4) the long-term nature of school development; and (5) the role of the vision in everyday school life. The analysis drew attention to how a school's past and present influence a shared vision and school development. This study provides insights into how the preconditions of a school community contribute to the implementation of a shared vision as a catalyst for change. Recognising the distinct needs and starting points of schools is crucial, emphasising the importance of understanding the pre-existing context in school development. [ABSTRACT FROM AUTHOR]

This study investigates the influence of organizational learning on the innovation capability of commercial banks in Vietnam. Its aim is to identify the nature of the relationship between these constructs and empirically examine whether organizational learning practices impact banks' innovation capabilities. This research uses in-depth interviews with a large-scale survey administered to employees across various Vietnamese commercial banks employing a mixed-methods approach. Data collection primarily relied on questionnaires with 280 valid responses to explore the direct and indirect effects of organizational learning on innovation capability. Quantitative analysis and structural equation modeling (SEM) were conducted using Smart-PLS software to assess scale reliability, test hypotheses and analyze the collected data. The findings confirm a direct and positive relationship between organizational learning and bank innovation capability. Three factors such as commitment to learning, shared vision and open-mindedness were found to exert significant positive influences on the bank's product and process innovation. However, intra-organizational knowledge sharing exhibited a significant and positive impact only on process innovation with an insignificant effect on product innovation. This finding concerning the limited influence of knowledge sharing on product innovation represents a critical discovery, warranting further investigation into the underlying reasons. It potentially highlights the need for a nuanced understanding of open innovation within the context of commercial banking. [ABSTRACT FROM AUTHOR]

This study investigates the intricate dynamics of visionary leadership within educational institutions. Two key research questions guide the investigation, and through thematic analysis, the study extracts valuable insights from educators' responses regarding the role of leaders in fostering a conducive learning environment. The findings underscore the critical role of visionary leadership in enhancing team performance b y fostering a sense of belonging, commitment and unity. Actively engaging the team in shaping a shared vision is revealed as a catalyst for promoting open communication, inclusivity, and empowerment. The study emphasises the importance of visionary leaders in cultivating a positive organisational culture by aligning individual and collective efforts with ambitious, unattainable visions, thereby contributing to a culture of continuous improvement and excellence. Moreover, the study sheds light on the impact of a leader's focus on teamwork and a shared vision. It highlights the significance of aligning individual and collective efforts with a shared vision, serving as a guiding force for fostering a collective sense of direction and purpose. By prioritising teamwork and core values, leaders contribute to a positive organisational culture, underscoring the importance of balancing adaptability with a steadfast commitment to the organisational vision. The study advocates a holistic approach to leadership that integrates visionary principles, transparent communication and adaptability. Fostering a positive organisational culture, prioritising teacher motivation and nurturing creativity collectively create a dynamic and thriving educational environment. The study also recognises limitations related to diverse organisational contexts and leadership styles, social desirability and the need for a cautious interpretation of results. The insights generated offer practical guidance for educational leaders seeking to enhance team effectiveness and success, emphasising the pivotal role of visionary leadership in shaping organisational performance and culture. [ABSTRACT FROM AUTHOR]

This study investigates the relationship between mindfulness, digital competencies, social media usage, and work performance in Pakistan's automobile sector. The research explores the roles of trust, mindfulness, shared vision, digital competency, knowledge transfer, and network ties within this industry. The automobile industry demands high levels of employee performance, and social media networks are increasingly used for communication and interaction. This research hypothesizes that social media usage fosters employee trust, leading to better interaction and knowledge transfer. Additionally, mindfulness training is proposed to enhance work performance and reduce employee turnover. A quantitative approach with a conceptual framework will test these hypotheses. The findings will contribute to a better understanding of how these factors influence work performance in the Pakistani automobile industry. [ABSTRACT FROM AUTHOR]

AbstractThis article explicates a Confucian perspective of the social contract and its relation with education through the philosophical thought of Xunzi. It is argued that Xunzi shares the early European social contract theorists’ presuppositions that human beings are naturally motivated by selfish desires, and therefore require a collective agreement to avoid interpersonal strife and chaos. However, Xunzi’s social compact does not originate from the people, and is instead conceived and promoted by exemplary sage kings, who need the consent from the masses to maintain legitimacy and power. Xunzi’s aim of education is to reform and transform everyone’s bad nature through li (normative behaviour). The two major educational implications are the primacy of moral inculcation and habituation for students, and role-modelling by school leaders and teachers. Both implications are illustrated using the pedagogical approach of Appreciative Inquiry (AI), which calls for a whole-school approach to support and sustain the social contract. [ABSTRACT FROM AUTHOR]

How do organizations that explicitly state the intention to be “positive impact companies” differ from traditional entrepreneurial companies? How does the quality of relationships in those companies affect the ability to deliver positive impact? This study explores the conditions under which business leaders turn their organizations toward generating prosperity for all stakeholders, achieving positive societal outcomes, improving human wellbeing, and delivering great business results. Seven case study companies are examined based on interviews with three executives from each firm, including the CEO. All seven companies are privately owned small/medium sized businesses from a cross section of industries and diverse geographic bases, ranging from Michigan to the Pacific Northwest, to Singapore, Egypt, and Florida. Four of the companies are considered “positive impact companies” (PICs) based on their organizational affiliations, while the other three are considered traditional entrepreneurial companies (TECs). The overall findings suggest that the core of positive impact leadership resides in a shift in the mindset of leaders toward one of connectedness and purpose, and that these factors influence the quality of relationships in organizations in a positive way whether the company is considered a PIC or a TEC. The results also suggest a close relationship between several core indicators of a fundamental shift in understanding about the role of business in society: shared values of human wellbeing, a common shared vision, an emphasis on collaboration and caring in organizations, and a long-term perspective toward the creation of shared economic prosperity. [ABSTRACT FROM AUTHOR]

The importance of collaborative approaches to governing social-ecological systems (SES) towards more transformative outcomes is now widely acknowledged. Theoretical and meth- odological frameworks to enable such collaborations are being developed across a range of disciplines. Transdisciplinary approaches are emerging as a key enabler of potentially trans- formative collaborations in SES, particularly where these are characterized by 'multiple multi- ples' (e.g. multiple scales, knowledge systems, etc.). A typical approach to studying complex collaborative initiatives across a range of contexts is comparative case study research, often relying on researchers embedded in cases. In this approach, qualitative case studies are coded using predetermined variables (based on ecological, social, and social-ecological features of cases) to enable comparison and cross-case analysis. In our experience, the process of coding qualitative cases into a quantitative analysis framework can be hampered by what we term 'sticky variables', i.e. variables which are difficult to code for reasons related to aspects of the intrinsic complexity of social-ecological systems. Based on cases from a range of geographic locations across the Global North and South, we identify sticky variables, and elucidate the reasons for their 'stickiness'. We propose several ways of working with and learning from sticky variables, and we reflect on theoretical, methodological and reflexive aspects of transdisciplinary research on collaborations. Moreover, we suggest that sticky variables might be 'flags' for interesting underlying factors that influence collaboration. We conclude by drawing out recommendations for researchers and practitioners confronted with the complexities and nuances of collaborations in social-ecological systems around the world. [ABSTRACT FROM AUTHOR]

Honghao Hu,1,2 Yuechao Du,1,2 Zhongming Wang1,2 1School of Management, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of China; 2Global Entrepreneurship Research Center, Zhejiang University, Hangzhou, Zhejiang Province, People’s Republic of ChinaCorrespondence: Yuechao Du, Email ycdu@zju.edu.cnIntroduction: In the aftermath of the COVID-19 pandemic, innovation has become a crucial factor for the success of entrepreneurial ventures in China. However, the mechanisms underlying the promotion of innovation by entrepreneurs are not yet fully understood. Drawing on self-determination theory, this study develops a comprehensive “motivation-behaviors-performance” model to examine the relationship between entrepreneurs’ felt responsibility for constructive change and ventures’ innovation performance.Methods: Two waves of questionnaire surveys with a sample of 376 entrepreneurs in East China were conducted. Hierarchical regression analysis was performed to test the hypotheses.Results: The empirical findings demonstrate that entrepreneurs’ felt responsibility for constructive change is a key driver of innovation performance in ventures. Furthermore, external learning, encompassing technological and market learning, serves as a mediator for the positive link between entrepreneurs’ felt responsibility and innovation performance. The study also reveals that entrepreneurs’ perception of shared vision moderates the relationships between entrepreneurs’ felt responsibility and both technological and market learning, such that the relationships are stronger when the perception of shared vision is higher.Discussion: These results yield important contributions to the entrepreneurial psychology research and self-determination theory. The study also has managerial implications for entrepreneurs aiming to enhance ventures’ innovation performance.Keywords: entrepreneur, felt responsibility for constructive change, innovation performance, technological learning, market learning, shared vision

To meet the diverse needs of students in complex social environments, it is necessary to transform schools into learning organisations (Fullan, 1993; Sava, 2022). Empirical evidences show that learners make significant progress when schools exhibit the characteristics of learning organisations (Harris & van Tassell, 2005; Schechter & Qadach, 2012; Silins & Mulford, 2004). The “learning organisation” approach is necessary and suitable for schools, regardless of their operating context, thus providing a sustainable competitive advantage (Kools & Stoll, 2016; OECD, 2016). Staff in a school may have different perceptions about the extent to which their school is a learning organisation. In this study, we investigated if perceptions about the status of the school as a “learning organisation” differs significantly according to variables such as the school environment, the staff ’s position and seniority. The online questionnaire, applied in April-May 2022, was filled in by 650 participants (70 principals, 543 teachers and 37 auxiliary teaching staff) from 248 Romanian schools. Self-reported data were collected using the instrument developed by Kools et al. (2020), validated in the Romanian context. The results show significant differences among the participants’ responses in relation to the school environment and in terms of the respondents’ position in the school. Data showed no statistically significant difference among the participants’ responses in terms of seniority. The results of the current research represent a useful step in the process of evaluating Romanian schools, with the aim to transforming them into learning organisations.

In Italy, agrivoltaic systems (APVs) are seen as a driver for getting the national targets for photovoltaics (PV) and decarbonization, to enhance innovation in the agricultural sector, and reducing the energy costs on farms, overcoming land and landscape preservation issues, which cause bottlenecks in the permitting process of PV in agricultural areas. On April 2021, ENEA, in collaboration with ETA Florence Renewable Energies, launched the first Italian Network for Sustainable Agrivoltaics, with the objective of building knowledge and good practices around APV, enabling to support the implementation of sustainable agrivoltaic solutions and to build up a shared vision of Sustainable Agrivoltaics including three dimensions: Energy, Agriculture and Landscape. In the framework of the activities of the Italian Network for Sustainable Agrivoltaics, ENEA elaborated a communication strategy in cooperation with ETA Florence Renewable Energies, tailored to the identified major target groups (scientific community, broad public, specific stakeholder/user groups, farmer associations, media) and appropriate communication channels and conceived key communication elements. With the publication of the Guidelines for The Design, Construction and Operation of Agrivoltaic Plants on 27 June [1], new topics open up for the future which mainly concern the design and quality assessment around APVs in which the Network can be involved, thus maintaining a role of promoting knowledge advancement in this sector.

How do organizations that explicitly state the intention to be “positive impact companies” differ from traditional entrepreneurial companies? How does the quality of relationships in those companies affect the ability to deliver positive impact? This study explores the conditions under which business leaders turn their organizations toward generating prosperity for all stakeholders, achieving positive societal outcomes, improving human wellbeing, and delivering great business results. Seven case study companies are examined based on interviews with three executives from each firm, including the CEO. All seven companies are privately owned small/medium sized businesses from a cross section of industries and diverse geographic bases, ranging from Michigan to the Pacific Northwest, to Singapore, Egypt, and Florida. Four of the companies are considered “positive impact companies” (PICs) based on their organizational affiliations, while the other three are considered traditional entrepreneurial companies (TECs). The overall findings suggest that the core of positive impact leadership resides in a shift in the mindset of leaders toward one of connectedness and purpose, and that these factors influence the quality of relationships in organizations in a positive way whether the company is considered a PIC or a TEC. The results also suggest a close relationship between several core indicators of a fundamental shift in understanding about the role of business in society: shared values of human wellbeing, a common shared vision, an emphasis on collaboration and caring in organizations, and a long-term perspective toward the creation of shared economic prosperity.

AbstractThis research paper investigates the enablers of Sustainable Development Goals (SDG) leadership among Small and Medium Enterprises (SMEs) in South Asian nations using Interpretive Structural Modelling (ISM). The study focuses on identifying the factors that facilitate SDG leadership in SMEs, including shared vision, long-term perspective, co-creation, shared responsibility, empowering people, eco-centric values, creativity and innovation, bonding and trust, knowledge sharing, strategic adaption, and progressive culture. The research findings show that these factors are interrelated, and their integration can help SMEs to achieve sustainable development and become SDG leaders in their respective industries. The study contributes to the existing literature by providing insights into the enablers of SDG leadership among SMEs in South Asian nations and proposing a framework for their successful implementation. The proposed framework can be used as a guide for policymakers, managers, and entrepreneurs to promote sustainable development in their organizations and the region.

The purpose of this research was to develop a learning organization for professional development among the teachers of Raymundo Punongbayan Elementary School in Payatas, Quezon City which aimed to improve faculty members' professional growth and development, with the overarching goal of improving the school's organizational effectiveness. The descriptive-analytical research design was used, and data was collected using a survey questionnaire with a 5-point Likert scale ranging from "5 - Almost Always True" to "1 - Almost Never True." The study was conducted with permission from the School Principal and the Division Office, and 39 faculty members served as respondents. The questionnaire focused on the teachers' professional development needs and strengths, drawing on Peter Senge's Basic Principles of Learning Organization, which include personal mastery, mental models, shared vision, team learning, and system thinking. Respondents were assured that their responses would not affect their performance. After collecting the data, the researcher consolidated it thoroughly. To analyze the data, statistical tools such as percentages, means, and Pearson's r were used, revealing insights into the teachers' professional development needs and strengths. The study revealed that there is a significantly high positive correlation among indicators affecting practices of learning organization in school, p < 0.005. This implied that each component is interrelated from one another and must be considered collectively in proposing development learning organization for professional development. Thus, for educational leaders and policymakers, this serves as a foundation for developing targeted learning initiatives and fostering a culture of continuous improvement within the school. Likewise, the school can create a supportive environment that fosters teacher development by implementing a learning organization approach, ultimately benefiting overall organizational effectiveness and student outcomes. This study adds to the field of educational leadership and serves as a foundation for future research in similar contexts. [ABSTRACT FROM AUTHOR]

Coffee production in Kenya has plummeted, hurting the economy and worsening social inequality and poverty. Kenyan coffee marketing cooperative associations have failed to boost exports. Coffee is Kenya's main cash crop. Coffee is the country's principal foreign exchange earner, rural employment source, food security source, and revenue source. The reduction in coffee export earnings shows that coffee marketing cooperatives are inefficient and less flexible. This study examines how shared vision affects organizational ambidexterity. This transformational leadership-based study used exploratory and cross-sectional survey methodologies. The target audience was Kenyan coffee marketing cooperatives. The sample size was 242 Kenyan coffee marketing cooperative societies. A selfadministered, semi-structured questionnaire collected primary data from cooperative society managers. The data was analyzed using descriptive and inferential statistics. Results show that shared vision favorably impacts organizational ambidexterity (R = 0.547, R2 = 0.299), explaining 29.9% of variation. Further, shared vision significantly affected organizational ambidexterity (P-value = 0.00). The study found that shared vision affected organizational ambidexterity. Thus, managers of coffee marketing cooperative societies should constantly discuss their vision with other employees to improve ambidexterity. [ABSTRACT FROM AUTHOR]

Based on data from two Citizens’ Assemblies and a year-long participatory action-research process, this article describes on-going attempts to shift the political culture towards collaborative governance in Gipuzkoa (Basque Country), Spain. Quantitative and qualitative evaluation data from a Citizens’ Assembly in 2022 suggest that such representative-deliberative processes might be transformative under some circumstances, increasing action confidence, building capacity and co-creating a shared vision of the future. Could it be that the increase in confidence is a side-result of the co-creation of a shared vision? The growing literature on the impact of standard Citizens' Assembly models is used to explore and refine this hypothesis. Research has uncovered some barriers to such an impact, such as outcome-contingency and difficulties to scale because limited resources. To tackle those problems, and help institutionalize existing Citizens’ Assemblies, a prototype for an Extended Citizens’ Assembly is presented. This model contributes to collaborative governance by facilitating online-onsite deliberation in a frugal way and further extending those transformative and visionary capacities that Citizens’ Assemblies and other experiments in democratic inquiry help to cultivate in cities and regions.

This study aims to determine the impact of using social media on knowledge sharing for high school teachers in Bima Regency, with social capital represented by variables, namely network ties, shared vision and trust as mediating variables. To test the hypothesis, the researcher used data collected through questionnaires with a total of 237 respondents using purposive and convenience techniques sampling and statistical analysis, using Structural Equation Modeling (SEM) and assisted by the AMOS program. The results of the study reveal: (1) there is a positive and significant effect of social media use on network Ties and shared vision, while the social media use does not have a significant effect on the trust of high school teachers in Bima, (2) there is a positive and significant effect of network Ties and shared vision on knowledge transfer, while trust has no significant effect on knowledge transfer of high school teachers in Bima District (3) there is a positive and significant influence of social media use on knowledge transfer of high school teachers in Bima District. For the mediation test, the researcher used the Sobel test to test the indirect effect. These findings show that the network Ties and shared vision variables are able to mediate between the use of social media and knowledge transfer, while trust cannot mediate between social media use against knowledge transfer.

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The significant relationships that lecturers develop and maintain with their students in institutions cannot be overlooked as studies recognize it to have a positive impact on their academic outcomes. This study assessed lecturers interpersonal climate and students' academic engagement in Nigeria university. The study adopted the correlational design of the survey type. The population for the study comprised all 49,153 undergraduate students of university of Ilorin, Nigeria. The required number of respondents for the study was ascertained using the Krejcie and Morgan table and 381 participants were chosen using a convenient sampling procedure. A self developed survey instrument titled "Interpersonal Climate and Students' Engagement Survey" (ICSES) was constructed based on the focus of the study to gather primary data by means of empirical survey-based research methods which allows for the test of research hypotheses formulated for the study. ICSES scale was subjected to face and content validity and reliability coefficient of .89 obtained adjudged the instrument reliable. The factors necessitating these interpersonal climate in school were explored and results show that except for the interrelation of the construct of shared vision on academic engagement with a low factor loading of .30, all other factors explored (Empathy, Leadership Pattern and compassion) were through measures of the constructs with high factor loading >.50 and have significant interactions with student engagement. The formulated hypothesis reveals that a significant relationship exist between the constructs understudied with p-value <.05. The implication of this findings as well as recommendations were highlighted in this study. [ABSTRACT FROM AUTHOR]

Facing increasing interregional and international competition, the need for innovating economic and socio-institutional structures is virulent. One possibility is establishing clusters to promote the idea that developing a network of companies with a mix of cooperative and competitive practices leads to competitive advantages for the respective area. Organizing clusters means developing a cluster culture, a communication strategy and a selection criterion for creating the desired mix of companies. We base our opinion paper on an extensive literature review of scientific sources about clusters, cluster policy and Place Leadership. We reveal that the prevailing cluster policy often does not lead to sustainably successful clusters. We conclude that we need a shared vision among cluster members to develop resilient clusters. Shared visions create a sense of belonging, social identity, and internalization of values and attitudes. This way, it is possible that a sustainable and trust-oriented network structure can develop, and knowledge spillovers within the cluster, necessary for resilient clusters, can occur. True Place Leadership is crucial to deal with the needed diversity of actors and stakeholders, some of whom are in competition, inspiring, motivating, and guiding shared, cooperative, and collaborative ways of working. Employing Place Leadership can outperform current policy measures in other regional, industrial and structural areas and might even make them redundant. [ABSTRACT FROM AUTHOR]

With the pervasive use of social media (SM) in organizations, it is regarded as a relevant driver that can influence an employee's job performance. This study fills in the gap that extends the job performance concept by discovering the role of SM in innovative performance in introducing new ideas beyond standard specifications to produce novel and valuable organizational outcomes. By adopting the social capital theory (SCT), the present study investigates the roles of social media use at work in predicting social capital (network ties, shared vision, and trust) that might promote work engagement and subsequently affect employees' innovative job performance. The data was collected through an online survey, and 291 Malaysian employees participated. The partial least square structural equation modelling (PLS-SEM) technique was applied in data analysis for the measurement model and structural model used in this study. Findings show that SM use at work significantly predicts network ties, shared vision, and trust. Besides, network ties and trust positively promoted work engagement except for shared vision. Subsequently, work engagement was associated with innovative job performance. This study provides theoretical and practical implications for extending knowledge, as well as mitigating plans and efforts to resolve employees' performance concerning the issues of SM use at work. [ABSTRACT FROM AUTHOR]

The growing emphasis on quality of life has propelled the development of and attention to the tourism and hospitality industry. However, this focus has also led to competitive challenges due to globalization and rapid market changes. This study employed a three-stage questionnaire method to distribute surveys and conducted a comparative analysis of 370 hotel employees. The research aimed to expand the literature by exploring the relationship between transformational leadership styles and organizational citizenship behaviour (OCB) theory in hotel management. The study revealed that transformational leadership indirectly influences organizational citizenship behaviour through the mechanisms of charm influences and individualized care. With regard to moderating effects, shared vision in the second stage positively moderated the relationship between charisma attribution and individualized consideration, and innovative behaviour positively moderated the relationship between individualized consideration and organizational citizenship behaviour. This relationship was evident in the third stage. Finally, a comparative analysis was conducted between the alternative and original models to reinforce the findings. • The relationship between leadership styles and citizenship behaviour. • Shared vision plays as positive moderator. • Innovative behaviour is a positive moderator. [ABSTRACT FROM AUTHOR]

This paper is based on the understanding that industrial product innovation projects often emphasize speed and economic accounts of the process without sufficiently considering the human mechanisms that drives the innovation process forward. The human factor is especially important in relation to projects involving change and organizational collaboration, as actors may perceive the collaboration situation differently based on their varying preconditions and worldviews. Acquiring a shared vision is thus understood to enhance product innovation capability. However, a lack of actor involvement is in this case seen as detrimental to the innovation process, as it may facilitate actors to perform various defensive routines, directing focus away from the innovation and towards what is perceived as meaningful. The paper presents different defensive routines on behalf of one project case context and highlights the importance of involvement for shaping understanding and shared visions within different innovation value chain phases. [ABSTRACT FROM AUTHOR]

The onset of the Coronavirus disease COVID-19 crisis has forced pedagogical institutes to adopt online teaching/learning as an urgent strategy to cope with the pandemic. Utilizing the theories of social capital, knowledge sharing, and mobile learning constructs, this research aims to investigate the association among these constructs in one of the higher education institutes in the context of developing countries. Additionally, to improve our understanding of the mediation effect of mobile learning on this relationship, the author used the structural equation modeling technique to analyze the data from questionnaires administered to undergraduate students attending classes during the pandemic. Results revealed that the relationship between social capital factors and knowledge sharing is significantly positive. Results also showed that there is a partial mediation to back up the correlation of social capital factors and knowledge sharing. [ABSTRACT FROM AUTHOR]

Water resources planning in regions with sufficient data continuity and quality is complex, but in regions with poor water data, the task is further complicated. In this paper, we share our experience developing a multi-objective technical assessment of water resources in a region with scarce water data. This research is an example of collaborative modeling in which stakeholders were involved during the modeling process to create a model using the Shared Vision collaborative strategy for water planning in the Aragvi River Basin in the country of Georgia. We developed a regional water planning model suitable for evaluating water supply and water demand interaction as well as current and alternative water management strategies. Remarks from scenario development enlightened the need for water efficiency and conservation activities as currently the system is not entirely reliable, and its reliability is expected to decline with population growth and increased hydropower demands. This research is a strong foundation for future water-related projects in the region. [ABSTRACT FROM AUTHOR]

This study aims to analyze the dimensions of the learning organization its influence on employee performance. The data used in this study is primary data sourced from filling out questionnaires. The research population is 54 employees using the census method. The analytical technique used to answer the research problem and test the hypothesis is multiple regression analysis. The data is processed using the Statistical Product Service Solution (SPSS) application. The findings of this study are (1) there is a positive and significant influence on the dimensions of personal expertise on employee performance, (2) there is a positive and significant influence on the dimensions of mental models on employee performance, (3) there is a positive and significant influence on the dimensions of shared vision on employee performance, ( 4) there is a positive and significant influence on the dimensions of team learning on employee performance, (5) there is a positive and significant influence on the dimensions of dialogue on employee performance. The dominant variable affecting employee performance is the team learning dimension.

Translating the global vision of sustainable development into practice at a national and organizational level remains a challenge. In organizations, the strategic planning functions facilitate the process of changing intent when vision becomes action. Contextual insights on the integration of a global sustainable development vision in local settings remain limited. To address this gap, a systematic review and case study were undertaken to gain insight into a specific contextual landscape on how organizations link their strategic planning to a national vision for a sustainable future. The review was focused on Southern Africa and the Namibian case study provided a further local focus. A matrix framework is proposed that could assist organizations in linking their strategic planning to a national vision for a sustainable future. Linking an organization's strategic planning to a national vision for a sustainable future requires the identification and analysis of what would be relevant to the organization from the national sustainable development plans and to accordingly use strategy tools to incorporate these insights into the strategic intent of an organization. As illustrated in the context of this reported study, the process is iterative and characterized by a continuous conversation between government and companies to translate the global conversation on sustainable development into practice at a national and organizational level with the expectation of deeper integration and collaboration on creating the reality of a sustainable future. [ABSTRACT FROM AUTHOR]