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The complex socio-economic and environmental challenges of the 21st century must be tackled by placing faith in the power of mankind to integrate established wisdom and new knowledge, and in our ability to collaborate for a sustainable future. Departing from this, a global 2011 conference debating papers devoted to the impact of ancient philosophy, focusing on Confucius and Aristotle, in modern leadership and management was organized by Hanban, the Athens University of Economics & Business, and the University of International Economics & Business, Beijing, China. This volume presents the wide array of conference contributions by international thought-leaders.

Purpose - The purpose of this paper is to conduct an investigation into knowledge-sharing mechanisms by empirically testing the role that context plays in the transfer of actionable knowledge, and, in turn, for innovation.Design methodology approach - A multiple-respondents survey was performed in 72 business units of companies belonging to the ICT, pharmaceutical and food industries in Greece. In total, 295 useful questionnaires were collected using a multiple respondent strategy. All constructs were measured with multi-item scales and validated using exploratory factor analyses. A total of seven hypotheses were generated following a literature review on the key determinants of context for effective knowledge sharing. The hypotheses were tested using ordinary least squares regression.Findings - The research shows that when units pursue knowledge transfer between their different actors, contextual factors such as trust, motivation to transfer knowledge, management support and learning orientation are crucial for fostering knowledge transfer and innovation. This contribution is important since the need for developing an organizational context where knowledge transfer and innovation flourish is constantly put forth in the business press, while the empirical and research based evidence for its importance has been scarce.Research limitations implications - There is a research need in knowledge sharing theory to define and identify an integrated model concerning the contextual factors that enable the knowledge sharing process. Having established a firm relationship between organizational context and innovation, the research also sets a foundation for further exploring the organization-environment link in terms of leveraging organizational knowledge dynamics.Originality value - The research is a first attempt to show that the construct \"perceived usefulness of knowledge\" is a critical proxy of knowledge transfer effectiveness, as well as to find support for its positive relation to innovation.

Purpose - Organizational effectiveness today depends largely on the ability to activate, share and transform the intellectual capital of the company into sustainable and difficult-to-imitate competitive advantage. This paper seeks to develop a competency typology that integrates previous definitions and frameworks from the literature and to propose a methodology for identifying competencies to aid the transition from a task-based to a competency-based logic for human resource management. Design/methodology/approach - The paper is based on a longitudinal research project. The paper outlines a methodology and presents the findings from the implementation of a competency model in two case companies. It illustrates how the systematic use of the identified competency categories can support the identification and coding of competencies, which will facilitate the critical organizational transformation from a task-based to a competency-based approach. Findings - The experience from the deployment offers potential challenges of implementing this framework in a specific cultural context. It identifies critical enablers that will contribute to successful implementation, whilst also providing insights concerning predicaments that have to be met. Originality/value - The particular competency typology integrates previous definitions and frameworks from the literature, thus providing a holistic solution for supporting the implementation of a competency-based approach. Furthermore, through the analysis of the implementation of the competency framework in two case companies it serves as the basis for illustrating the main steps, as well as the critical success factors that characterize such projects. Finally, it demonstrates the advantages of integrating the proposed competency framework and offers managerial insights and guidelines for similar implementations. [PUBLICATION ABSTRACT]

Purpose - Competitive advantage depends largely on the ability to activate and use organisational resources. As a result, the focus in the strategic management, organisational behaviour and human resource management literature has turned to the internal capabilities of organisations including a particular focus on employees' competencies. This paper seeks to analyse and discuss a forward-looking, dynamic and proactive approach to competency modelling explicitly aligned with strategic business needs and oriented to long-term future success.Design methodology approach - This paper is based on a longitudinal research project sponsored by a leading Greek bank, currently undergoing fundamental corporate restructuring. This paper describes how the competency model was developed and how it facilitated strategy implementation and change by supporting communication, employee understanding of business goals, and the incorporation of new behaviours, roles and competencies in operations.Findings - A forward-looking and proactive approach to competency modelling is presented and discussed in the context of a large-scale organisational change. The organisational core competencies required for a business to compete successfully in the banking sector are defined and discussed. The right mix of skills and behaviours that the individuals would need to possess in order to produce and support those core competencies is also analysed and discussed.Originality value - Traditional approach to competency management, which is analogous to job analysis, focuses on competencies of successful individuals, rather than on competencies that are needed to support an organisation to meet its short- or long-term objectives. It is important to realise that there is a need to shift toward a forward-looking and proactive approach to competency modelling and present a competency methodology that supports this need.

PurposeFrom the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much more impacted by organisational capabilities, competences and hidden, “soft” routines, bringing innovation and creativity to the core of organisation. The purpose of this paper is to focus on competency sets for open innovation (OI) and is to provide recommendations for OI competency development in companies, linked to the core OI processes.Design/methodology/approachThe research is exploratory and aims at theory-based practical indication combining deductive identification of competency clusters and inductive model development. Thus, the authors apply quantitative methods to data collection and analysis. The authors conducted an extensive literature review on competence challenges with regard to execution of OI, and empirical data analysis based on a large-scale structured industrial survey in Europe (N=264), leading to the development of competency sets for companies. SPSS tools are applied for empirical tests.FindingsThe authors develop a generic OI competency model applicable across industries, combined with organisational implications for sustaining OI management capabilities. The research clusters competencies based on the empirical analysis, which addresses the various challenges of OI, leading to recommendations for competency management in an OI context.Research limitations/implicationsThe data were collected from one key informant per company. Although the authors made efforts to ensure that this was a senior manager responsible for innovation, the authors cannot exclude some bias in the way that OI activities and related competencies are perceived. Exploratory nature of the research, which calls for a more systematic investigation of the OI activity modes and the OI competencies resulting competency model. In particular, the competencies could be tested on an inter-professional sample of employees with involvement in and/or responsibility for innovation, development, and HR management, as well as on leaders of innovating companies. Third, although significant in size for the analyses undertaken, the sample is not large enough to enable a more fine-tuned analysis of regional differences across Europe in the way that OI is managed through the development and implementation of competencies.Practical implicationsThe research contributes to the OI management field with an outlined OI competency profile that can be implemented flexibly and tailored to individual firm’s needs. It brings indications for both further theory building and practice of innovation organisation, especially with regard to human resource development and organisational capability building for OI.Social implicationsThe social implications of the paper result from the contribution to innovation management competency development in OI regimes, which is an important tool for designing contemporary educational programmes, contributes to OI management sophistication in business which is especially important during the economy slowdown and search for new sources of growth and productivity, and supports firms productive engagement in OI ecosystems and collective technology upgrading towards higher societal benefits and stakeholder involvement.Originality/valueAn empirically grounded OI competency model is proposed with an implication to support human resource development for OI. To the best of the authors’ knowledge, there has been no prior attempt to build such a model. The distinguished feature of the research is its extensive European coverage of 35 countries and multinational scope. The empirical validation strategy makes the research extremely relevant for management decisions related to human factors related OI capability development in organisations.

Purpose From the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much more impacted by organisational capabilities, competences and hidden, “soft” routines, bringing innovation and creativity to the core of organisation. The purpose of this paper is to focus on competency sets for open innovation (OI) and is to provide recommendations for OI competency development in companies, linked to the core OI processes. Design/methodology/approach The research is exploratory and aims at theory-based practical indication combining deductive identification of competency clusters and inductive model development. Thus, the authors apply quantitative methods to data collection and analysis. The authors conducted an extensive literature review on competence challenges with regard to execution of OI, and empirical data analysis based on a large-scale structured industrial survey in Europe (N=264), leading to the development of competency sets for companies. SPSS tools are applied for empirical tests. Findings The authors develop a generic OI competency model applicable across industries, combined with organisational implications for sustaining OI management capabilities. The research clusters competencies based on the empirical analysis, which addresses the various challenges of OI, leading to recommendations for competency management in an OI context. Research limitations/implications The data were collected from one key informant per company. Although the authors made efforts to ensure that this was a senior manager responsible for innovation, the authors cannot exclude some bias in the way that OI activities and related competencies are perceived. Exploratory nature of the research, which calls for a more systematic investigation of the OI activity modes and the OI competencies resulting competency model. In particular, the competencies could be tested on an inter-professional sample of employees with involvement in and/or responsibility for innovation, development, and HR management, as well as on leaders of innovating companies. Third, although significant in size for the analyses undertaken, the sample is not large enough to enable a more fine-tuned analysis of regional differences across Europe in the way that OI is managed through the development and implementation of competencies. Practical implications The research contributes to the OI management field with an outlined OI competency profile that can be implemented flexibly and tailored to individual firm’s needs. It brings indications for both further theory building and practice of innovation organisation, especially with regard to human resource development and organisational capability building for OI. Social implications The social implications of the paper result from the contribution to innovation management competency development in OI regimes, which is an important tool for designing contemporary educational programmes, contributes to OI management sophistication in business which is especially important during the economy slowdown and search for new sources of growth and productivity, and supports firms productive engagement in OI ecosystems and collective technology upgrading towards higher societal benefits and stakeholder involvement. Originality/value An empirically grounded OI competency model is proposed with an implication to support human resource development for OI. To the best of the authors’ knowledge, there has been no prior attempt to build such a model. The distinguished feature of the research is its extensive European coverage of 35 countries and multinational scope. The empirical validation strategy makes the research extremely relevant for management decisions related to human factors related OI capability development in organisations.

This study determines the factors that exert important influences on the success of collaborative research and development (R&D) projects. The study uses data from a cross-European sample of collaborative R&D projects under EU Framework Programs, supported with relevant qualitative evidence from a series of case studies, and focuses on three levels of possible factors: market, firm, and project levels. The results indicate that partnering firm innovation experience, innovation protection mechanisms, effective management of rules and regulations, and the existence of commercially driven projects that open up new technological areas are the factors with the strongest significant effect on product and/or process innovation. The findings contribute to understanding of how and under what conditions innovation can be developed in collaborative R&D projects.

This research investigates how organisations can strengthen their innovation generation, from idea to commercial development, by leveraging appropriate scaffoldings, temporary supportive structures. The research was based primarily in Greece during the Covid-19 pandemic and expanded to European and North-American organisations examining their repertoires of practice with a focus on digital tools. The underpinning theory is bricolage, making do with what is at hand, which is applied to the context of innovation in combination with the concept of scaffolding. A thick description of innovation generation scaffoldings was arrived at through qualitative research methodology. The data collected indicate that practitioners of innovation benefit from actively curating the internal and external scaffoldings that influence the capacity for innovation generation. Data showed that these scaffoldings include leadership stance, budget for failure, and active metaphors.

During the financial crisis in Greece, a telehealth system was implemented. While many telehealth projects launched in the past have not survived, this system has succeeded by gaining momentum and growth. Moreover, it proved to be very useful under the recent COVID-19 restrictions. Combining multiple perspectives, we study the adoption of the telehealth project and delve into cause-effect relations and deeper explanations, related also to the financial and pandemic crisis context. Based on the literature we designed a model of the factors influencing the adoption of telehealth. Applying a qualitative research approach, we collected data in the model categories through interviews with users and key players of the development of the telehealth system. Based on grounded theory we identified first, second, and third-class codes. Using the Paradigm Model, aggregate theoretical dimensions as building blocks for the proposed adoption model were generated.

Purpose - Organizational effectiveness today depends largely on the ability to activate, share and transform the intellectual capital of the company into sustainable and difficult-to-imitate competitive advantage. This paper seeks to develop a competency typology that integrates previous definitions and frameworks from the literature and to propose a methodology for identifying competencies to aid the transition from a task-based to a competency-based logic for human resource management.Design methodology approach - The paper is based on a longitudinal research project. The paper outlines a methodology and presents the findings from the implementation of a competency model in two case companies. It illustrates how the systematic use of the identified competency categories can support the identification and coding of competencies, which will facilitate the critical organizational transformation from a task-based to a competency-based approach.Findings - The experience from the deployment offers potential challenges of implementing this framework in a specific cultural context. It identifies critical enablers that will contribute to successful implementation, whilst also providing insights concerning predicaments that have to be met.Originality value - The particular competency typology integrates previous definitions and frameworks from the literature, thus providing a holistic solution for supporting the implementation of a competency-based approach. Furthermore, through the analysis of the implementation of the competency framework in two case companies it serves as the basis for illustrating the main steps, as well as the critical success factors that characterize such projects. Finally, it demonstrates the advantages of integrating the proposed competency framework and offers managerial insights and guidelines for similar implementations.