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Universities have historically been pivotal in socie­tal development, serving primarily as (1) ‘knowledge generating institutions’, (2) structural elements of the welfare state promoting the democratization of education, and (3) direct contributors to economic development and social integration.Despite their consolidated and expanded roles, the 21st century presents a series of profound chal­lenges that threaten these traditional functions and the legitimacy of their position. These challenges include (1) increased competition from non-aca­demic actors, (2) shifts in political ideologies, and (3) rapid technological advancements, particularly artificial intelligence. Collectively, these factors pose a potential existential threat to the traditional model of the university. This essay critically examines the current position of universities amidst these disrup­tive changes and explores the pressures to reinvent themselves to preserve their role as essential con­tributors to human development.

Higher education institutions have always been changing concurrently with larger societal developments. This paper addresses digital transformation in higher education (DTHE) during a disruptive crisis, e.g., the COVID-19 pandemic. Understanding different perspectives on DTHE during the pandemic is important, as the meaning allocated to the unfolding events holds the potential to shape future decision making. We conducted a critical review of 22 academic papers published in the first year of the pandemic. A thematic analysis revealed divergent perspectives of how the pandemic was affecting DTHE, with the material pointing in the direction of the pandemic as an accelerator of ongoing changes in higher education. The papers unanimously understood DTHE as multi-dimensional and as an ongoing, long-time process entangled with digital transformations in other sectors already initiated before the pandemic. Although this review is limited to research carried out during the first year of the pandemic, further studies might address a longer time-period, by studying changes in higher education and research in consequence of a disruptive crisis. [ABSTRACT FROM AUTHOR]

Event portfolios entail a holistic, integrative, and network mindset in assembling, designing, managing, and cross‐leveraging strategic multievent calendar programs as complex systems for obtaining multiple benefits. Primarily because their development calls for a disruptive change departing from the enduring predominant focus on standalone major events, they have remained a largely neglected phenomenon within event studies over the last 20 years. This commentary reviews incipient scholarship that has pushed towards a portfolio paradigm shift for making events more sustainable and resilient. It tracks down the emergence of event portfolio in Event Management–first made in 2003. All portfolio-related articles published until today in the journal are presented alongside research emerged elsewhere to reveal overarching themes and knowledge gaps. Aspiring to trigger interest in the subject and attract work that will build new knowledge, main directions for future studies are recommended: event populations, eventfulness, portfolio constitution/evolution, cross‐leveraging, and comparative studies among events/portfolios [ABSTRACT FROM AUTHOR]

This article aims to understand the contemporary relevance of the sustainable competitive advantage (SCA) concept in strategic management. Mainstream management and business training perpetuates the use of SCA despite indications that it is elusive. This study intends to elucidate how, in the 4th Industrial Revolution (4IR) world, SCA has become irrelevant, what the possible reasons are for its continued use and what alternatives can be explored for business success. The study followed an exploratory, constructivist grounded theory approach. Data were obtained from 27 semi-structured interviews to develop a grounded theory. Findings revealed four main themes, and pronounce that in a complex, interconnected business world, SCA is mostly obsolete, which demands an organisation to adapt its strategy, business model and culture to create value, be relevant, have a significant (positive) impact and contribute to the common good. The main implication of the study is therefore that SCA should no longer be promoted as a key concept for organisational success by management and academia. Alternatives to SCA, such as agility and complexity management, are more relevant in an interconnected 4IR business environment. The study enhances the body of knowledge by bolstering the critique on the continued use of SCA in contemporary business management. It furthermore highlights potential erroneous assumptions through a direct explanation of why SCA assumptions are antiquated.

This article aims to understand the contemporary relevance of the sustainable competitive advantage (SCA) concept in strategic management. Mainstream management and business training perpetuates the use of SCA despite indications that it is elusive. This study intends to elucidate how, in the 4th Industrial Revolution (4IR) world, SCA has become irrelevant, what the possible reasons are for its continued use and what alternatives can be explored for business success. The study followed an exploratory, constructivist grounded theory approach. Data were obtained from 27 semi-structured interviews to develop a grounded theory. Findings revealed four main themes, and pronounce that in a complex, interconnected business world, SCA is mostly obsolete, which demands an organisation to adapt its strategy, business model and culture to create value, be relevant, have a significant (positive) impact and contribute to the common good. The main implication of the study is therefore that SCA should no longer be promoted as a key concept for organisational success by management and academia. Alternatives to SCA, such as agility and complexity management, are more relevant in an interconnected 4IR business environment. The study enhances the body of knowledge by bolstering the critique on the continued use of SCA in contemporary business management. It furthermore highlights potential erroneous assumptions through a direct explanation of why SCA assumptions are antiquated. [ABSTRACT FROM AUTHOR]

Since Covid-19 pandemic hit the world at the beginning of 2020s, various efforts were made to keep the education process running while still enforcing protocols to prevent the spread of Covid-19. Online learning then becomes an option and inevitability for educational institutions to break the chain of spreading the virus. Furthermore, distance education (DE) has become the best choice for educational institutions in carrying out their learning activities. For Universitas Terbuka (UT), online learning is nothing new. As a pioneer of DE in Indonesia, UT is one step ahead of having strong experiences in open and distance learning practices and placing online learning as one of the main modes of learning delivery. Thus, UT has succeeded in making various breakthroughs ranging from registration, digital learning materials, synchronous and asynchronous academic support services, up to an online examination system equipped with online proctoring. The DE innovation developed by UT becomes a reference for other universities in Indonesia. With an integrated learning management system (LMS) and the number of alumni reaching up to 1.9 million, UT is able to carry out the Indonesia's government mandate in opening the widest possible access to education for Indonesian citizens, both domiciled in Indonesia and abroad. [ABSTRACT FROM AUTHOR]

Problem: Across all sectors, leadership decision-makers question how to professionally develop leaders who foster cohesive, collaborative, and high performing workforce environments in diverse organizations. They doubt the efficacy of traditional leadership development modalities when confronted by unpredictable emerging workforce and workplace challenges. Solution: The article's conceptual framework is centered on the premise that the best interaction between leader and led in diverse organizations is inclusive leadership. Leaders who deliberately role model inclusive leadership behaviors create a culture where everyone works to their full potential, stimulate learning organizations, and catalyze workforce relationships towards achieving strategic goals. Stakeholders: This article is ideal for Human Resources, Human Resource Development, Organizational Development, and Diversity, Equity, Inclusion, and Accessibility professionals, trainers, facilitators, consultants, practitioners, change agents and leaders. It may be helpful in generating ideas and practices for developing interventions catalyzing inclusive practices among leaders and workforce members. [ABSTRACT FROM AUTHOR]

Conceptual frameworks in nursing help shape the thinking and behavior of nursing practice. They also facilitate understanding about nursing's unique contributions that complement the way of medicine. Current health crises illuminate the need for disruptive change, and consequently the need for new conceptual frameworks to guide disruptive practice. The Way of Nursing conceptual framework moves nursing beyond the nursing metaparadigm and the nursing process toward the necessary thinking to address the complex health challenges of individual patients, families, communities, and the planet. The Way of Nursing affirms nurses' capacity to lead change and disrupt systems for the benefit of all. [ABSTRACT FROM AUTHOR]

Purpose – There are many academic contributions dealing with the impact of additive manufacturing on supply chains (Ben-Ner and Siemsen, 2017; Durach, 2017; Gravier and Roethlein, 2018; Brown, 2018; Rogers et al., 2016; Sasson and Johnson, 2016; Nyman and Sarlin, 2014). But how future supply chain design may differ from today is still vague. In this article, possible scenarios are discussed and decision support is provided for the management, which is responsible for long-term strategic decisions. Design/methodology/approach – This papers introduces the general characteristics of additive manufacturing and its next steps of development. Based on these technological assumptions various scenarios are systematically derived applying the standardized nomenclature of SCOR-model. Resulting threats and chances will be discussed and finally brought to a conclusion. Findings – With the spread of additive manufacturing, the industry has the opportunity to pursue completely new approaches in terms of product development, design and product properties. This not only leads to new competitive models and the possibility of customer individualization of the products down to volume “1”. In addition, there are new models for supply chain management that can be used to react quickly and flexibly to customer requests. Already today new approaches for the cooperation between partners play an essential role.For start-ups, market entry should be simplified by using the resulting opportunities. Research limitations/implications – Future developments and especially the development speed of additive manufacturing are not predictable. Therefore, the expected scenarios may differ from reality and lead to a different supply chain design. There will also be industries that can use additive manufacturing much more intensively than others – not least because of the technological restrictions of the manufacturing process. Corporate culture and the overcoming of technical challenges are a decisive factor. Practical implications – This paper gives supply chain management an outlook on future development opportunities. This enables management to set the right course for a future-oriented position today. Social implications – The changes in the supply chain will open up new business models while existing models will disappear. This leads to a change in the field of logistics but also for many technology providers. As a consequence, there will be serious changes (opportunities and risks) for the employees involved and their working environment. Originality/value – This paper enables management to understand the scope and impact of upcoming changes. In this way, it significantly promotes awareness-raising and contributes to the future-oriented proceeding of companies.

The current COVID-19 pandemic highlighted something that was already known for decades: modern governments need to master the art of equilibristics - they need to offer public value in all governance arenas while battling increasing levels of uncertainty and change. Looking back at the last decade, unpredictable change has been the norm rather than the exception (whether it is at political level - Arab Spring (2011), 2016 US elections, Brexit (2016) - social - Occupy Wall Street movement (2011), EU migrant-refugee crisis (2016), Black Lives Matter, #Metoo movement - or economic - the economic crisis of 2008, which prompted the sovereign debt crisis in multiple EU countries, China replacing the US as the largest economy) the environment in which governments operate in has never seen such a particular type of dynamic. The COVID-19 pandemic can be seen almost as an organic culmination of this dynamic, a perfect storm, highlighting the essence of the new environment in which governments operate: highly complex, unpredictable, and interdependent - in one word turbulent. The point is not to discuss the nature of these changes or whether they match perfectly the definition of a black swan event, but rather to raise an important question: how should governments (and society as a whole) react and adapt to such challenges? Are the current institutional structures and patterns of governing able to deal with this turbulence? From a governance perspective, two major concepts stand out as a potential framework of dealing with such situations: adaptive governance (Hatfield-Dodds, 2007) and turbulent governance (Ansell, Trondal and Øgård, 2017). [ABSTRACT FROM AUTHOR]

Little attention in the Lean literature has focused on disruptive events and change. However, there is emerging an awareness of the insufficiencies built into this line of thinking and the way it is conducted in practice. The purpose of this paper is to highlight how underdeveloped Lean thinking is to meet disruptive events or Kodak moments. This case study illustrates how strong commitment to Lean thinking not necessarily helps in critical situations. Following a path turning lean from the initiative top-down to a bottom-up approach, including softer components as knowledge, reflection, culture and involvement. While compensated the situation to some extent, but in general, the lean tool-box was insufficient to align the organization to change. Missing in the change initiative was time for reflection and discussion about what to reflect upon, central part of Hensai. The paper gives insights into how a company with traditional Lean implementation struggles with aligning change with market development. The solar panel industry serve as case study. 17 in-depth interviews have been conducted with people directly involved in the cases. [ABSTRACT FROM AUTHOR]

Transhumanities are designed as a multidisciplinary approach that transcends the limitations not only of specific disciplines, but also of the human species; these are primarily humanities for advanced Artificial Intelligence (AI leading to AGI). The view that philosophy, ethics and related disciplines pertain to all rational beings, not solely to humans, is essential to the philosophy of Immanuel Kant. This approach turns out to be practical at the epoch of advanced AI. Many authors ponder how a kernel of ethical respect for human beings can be built into Artificial General Intelligence by the time it becomes a reality. I argue that the task requires, among other components, inculcating the core of the Humanities into advanced AI.

Research Summary: Prior research suggests that large incumbents will become victims of disruptive technological change. We investigate the image sensor industry in which the emergence of CMOS sensors challenged the manufacturers of CCD sensors. Although this disruptive technological change led to the demise of CCD technology, it also led to avianization—or strategic renewal—for some incumbents, similar to how some dinosaurs survived the mass Cretaceous‐Tertiary extinction by evolving into birds. We find that CCD manufacturers that did avianize were preadapted to the disruptive CMOS technology in that they possessed relevant complementary technologies and access to in‐house users that allowed them to strategically renew themselves. Managerial Summary: We investigate the transition from CCD to CMOS image sensors in the digital image sensor industry. Although the emergence of CMOS sensors was disruptive to CCD sensors, we find that CCD sensor manufacturers such as Sony and Sharp successfully transitioned to manufacturing CMOS sensors. Contrary to popular press and prior academic research characterizing disruptive change as being a source of failure for large firms, our research reveals that firms that possess relevant complementary technologies and have access to in‐house users are able to strategically renew themselves in the face of a disruptive threat. [ABSTRACT FROM AUTHOR]

Over the past few decades, there has been a growing need for businesses to become more environmentally friendly in their operations, products and services. However, the decision to undertake initiatives or programs that can help them achieve this goal is complex. While there are clear and desirable ecological benefits from these efforts, it is possible that there are also negative aspects that have to be considered. Our investigation presents a theoretical model that captures the variables, processes and dynamics involved in the decision to implement/not implement a green initiative. More specifically, we propose an analytic hierarchy process model that takes into account the benefits, opportunities, costs and risks that are associated with the potential implementation of these types of programs. A simulated example shows the utility of our proposed framework. Opportunities for future research are laid out.

This conceptual paper extends the traditional view of disruptive change, which considers the effects of rivalry between an incumbent and new entrant firm, by examining the impact of disruption upon the ‘innovation ecosystem’ in its entirety – the group of organisations that collaborate in creating a holistic value proposition for the end-user. Following Adner’s “ecosystem-as-structure” perspective, we develop propositions that anticipate structural differences between incumbent and disruptive innovation ecosystems, and then review these propositions in the context of three historical, disruptive innovation cases; Bakelite (a synthetic plastic), microwave oven, and photocopier. Through these cases, we illustrate that the manner of innovation ecosystem reconfiguration is likely to depend on the design attributes of the product, as well as the type of disruption experienced. We conclude by reflecting upon contemporary cases of disruption enabled through digital technologies, and proposing a framework that can guide future research.

Research summary: We investigate the effect of incumbents' stock of downstream complementary assets on their product innovation during a disruptive technological change. We theorize that a firm's stock of downstream complementary assets, by providing critical information about shifting demand conditions, will play a catalytic role in firm adaptation during such a change. Using the advent of disruptive computer numerical control machine tools in the U.S. machine tool industry during the 1970s and 1980s as the context, we find that firms with greater stocks of downstream complementary assets are likely to be product innovation leaders during such a change. Managerial summary: Disruptive changes are challenging firms across industries. We concentrate on the U.S. machine tool industry during the 1970s and 1980s when Japanese manufacturers with disruptive computer numerical control systems challenged the U.S. manufacturers. We find that, under the threat of disruption, the greater the stock of downstream complementary assets a U.S. machine tool manufacturer has, the more likely it is to be the product innovation leader with the disruptive technology. Our findings provide novel insights for managers in companies that face disruptive changes and can help them avoid the consequences of such changes as predicted by prior research. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Is disruptive change coming to the scholarly world? Friction has been mounting in the scholarly workflow as well as scholarly publishing. After an introductory clarification of the workflow versus publishing, I go on to examine telltales of scholarly friction, which can be inferred from the over 600 small fixes that have been invented in the past years to keep the system going. Next, I turn to the 12 most annoying friction points, Finally, I examine the rising likelihood of disruptive change and the key role that machine learning will play. [ABSTRACT FROM AUTHOR]

In the present article, we compare the models that the management in two leading commercial Norwegian media organizations, one with a foothold in the written press, VerdensGang (VG), and one in television, TV 2, have used in dealing with the disruptive change in news caused by the introduction of rolling news. Both started with an experimental internal phase but later used different models to organize their news production. By establishing a spin-off, separate from the printed newspaper, VG retreated from synergies between online and offline productions, but gained by having two organizations dedicated to the processes and values of each medium. Their online services are financed by advertisements alone. The commercially financed television channel, TV 2, used an acquisition model, but encountered problems with integrating the parts. Today, their strategy involves a proliferation of digital TV channels, financed by a combination of advertisements and payment from viewers. Not only their Internet site, but particularly their 24/7 news channel Nyhetskanalen is a central element in the production of continous news.

Radiologists may choose or need to leave radiology as a career. The purpose of this article is to discuss options available to radiologists beyond their clinical careers. [ABSTRACT FROM AUTHOR]

This conceptual study describes an approach to corporate entrepreneurship using an outsider perspective - learning to think like an outsider. Three propositions using this perspective are examined in the context of offensive and defensive corporate entrepreneurship. The impact of market conditions on entrepreneurship are used as a basis for developing these propositions. Finally, we investigate the factors that have a significant impact on the success of entrepreneurial efforts by the firm. These variables include: processes, values, resources, organizational structure, corporate culture, and leadership. We use examples of how mature corporations have responded, with particular attention to the changes confronted by Research In Motion (RIM). [ABSTRACT FROM AUTHOR]

Radical science provides new insights and elaborates new concepts that depart significantly from past paradigms. Radical innovation creates entirely new markets or product classes, or leads to major product replacements within existing markets. After providing a brief summary of the scholarly debate concerning the identification and measure of radical science and innovation, we review three new contributions to the topic and suggest areas of future research. [ABSTRACT FROM AUTHOR]

Midcareer job transitions are occurring for many reasons other than individual radiologists’ professional performance quality, affability, and desire for geographic change. New causes seem to be related to the present health care environment. All radiologists should be aware of this disruptive change to the profession and of the resources available to help job seekers find new positions. [ABSTRACT FROM AUTHOR]