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This study focuses on individual managers’ ambidextrous learning and examines its psychological antecedents and consequences in the new product development (NPD) context. Specifically, drawing on the paradox theory and the regulatory focus theory, this study examines the relationship between regulatory focus (i.e., promotion focus and prevention focus), ambidextrous learning, and NPD opportunity recognition, from the individual ambidexterity perspective. Based on the survey data of 225 NPD managers in high-tech small and medium-sized enterprises in China, we find that NPD managers’ promotion focus and prevention focus, acting as an enabler and a deterrent respectively, affect their ambidextrous learning, which in turn facilitates opportunity recognition in the NPD process. Further analyses reveal that ambidextrous learning mediates the effects of promotion focus and prevention focus on opportunity recognition in the NPD. Our findings offer new insights on the individual ambidexterity research regarding the unique role of ambidextrous learning, manifested as actionable managerial capability. The findings offer novel insights on the role of NPD managers’ ambidextrous learning in the NPD process, and practical implications for NPD managers to self-regulate their behavior for the benefit of opportunity recognition.

Neurons communicate with each other through electrochemical transmission at synapses. Microglia, the resident immune cells of the central nervous system, modulate this communication through a variety of contact-dependent and -independent means. Microglial secretion of active sialidase enzymes upon exposure to inflammatory stimuli is one unexplored mechanism of modulation. Recent work from our lab showed that treatment of neurons with bacterial sialidases disrupts neuronal network connectivity. Here, we find that activated microglia secrete neuraminidase-3 (Neu3) associated with fusogenic extracellular vesicles. Furthermore, we show that Neu3 mediates contact-independent disruption of neuronal network synchronicity through neuronal glycocalyx remodeling. We observe that NEU3is transcriptionally upregulated upon exposure to inflammatory stimuli and that a genetic knockout of NEU3abrogates the sialidase activity of inflammatory microglial secretions. Moreover, we demonstrate that Neu3 is associated with a subpopulation of extracellular vesicles, possibly exosomes, that are secreted by microglia upon inflammatory insult. Finally, we demonstrate that Neu3 is necessary and sufficient to both desialylate neurons and decrease neuronal network connectivity. These results implicate Neu3 in remodeling of the glycocalyx leading to aberrant network-level activity of neurons, with implications in neuroinflammatory diseases such as Parkinson’s disease and Alzheimer’s disease.

The way in which international franchisors engage in exploratory and exploitative learning in the partner selection process is examined. A case study of a leading international hotel organization shows that the franchisor used a balanced learning approach in response to the high cultural distance in international markets.

Knowledge management in an important tool for any company to keep evolving growing, but there is always a gap between knowledge management theories and practice. Studies were conducted at GKN, a company that manufactures products for the automobile and the aerospace industries, to understand this theory better. Results revealed that the managers at GKN learned that mere knowledge is not enough and it must permeate to all levels.

This study investigated stress experienced by NHS executives and their coping strategies following the development of sustainability and transformation partnerships (STPs). Lazarus and Folkman's (1984) transactional model of stress and coping was used to identify a range of stressors and coping strategies deployed by NHS executives to mitigate stress. An inductive qualitative approach was adopted using interview data, aiming to distinguish potentially harmful stressors from benign stressors and to discuss emotion-based and problem-based coping strategies. Finally, the authors strived to make clear recommendations for NHS England to develop leadership capability regarding inter-role conflict and the development of a regional culture of resilience among system-level executives.

This paper explores the influence of culture on trust judgments in customer relationship development by ethnic minority small businesses (EMSBs). hao and oon's “cultural mosaic” of overlapping “cultural tiles” is used to develop a generic conceptual model regarding the relationships between multiple cultural identities, trust, and customer relationship development. Drawing on qualitative data from semistructured interviews with 134 Turkish EMSBs in ondon (United Kingdom), our findings contribute to the understanding of how different cultural tiles influence the dimensions of trust judgments in relationship development between EMSBs and different customer groups. Seven propositions and a theoretical framework regarding these relationships are offered for future research.

The literature on the impact of organisational memory on performance in terms of innovation is ambiguous. For example, on one hand organisational memory is recognised as a source of organisational inertia and restricts the range of innovative options. On the other hand, it is argued that innovation can be greatly facilitated by an organisation's ability to retain, evaluate and utilise existing knowledge. These contradictory findings are partly due to the lack of conceptualisation and effective measurement of organisational memory. This paper identifies the underlying factors that affect organisational memory, namely organisational memory (OM) storage, OM flow, OM context, and OM creative combination, which are the integral parts of the organisational memory performance model. The practical implication is that building a large knowledge repository is not a simple task. Companies need to promote a culture of knowledge sharing and learning in order to operate effective organisational memory systems.