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Background: While relationships and connectedness among organizations have been included in implementation theories, models, and frameworks, the increased attention to health equity in implementation science raises the urgency of understanding the role of relationships external to the implementing organization. This paper addresses this gap through an exploration of the role of external relationships in community-based, equity-focused interventions. Methods: This study focuses on an equity-focused, community-based COVID19 vaccination intervention in Arkansas, drawing upon long-term communityengaged relationships among University of Arkansas for Medical Sciences and the Hispanic and Marshallese Islander communities. We used an exploratory qualitative descriptive design to examine barriers and facilitators to implementation of COVID-19 vaccination events analyzing in-depth qualitative interviews with implementation team members (n = 17). Results: All participants described pre-existing relationships among the implementing organization, partner organizations, and communities as a key implementation determinant for this equity-focused program. At the interorganizational level, external relationships included formal connections and informal relationships among staff (e.g., communication channels from prior partnerships). At the individual level, strong external relationships with the community were facilitators leveraging long-term engagement, community familiarity, and staff from the communities of focus. Strong external relationships facilitated program reach in underserved communities through three mechanisms: (1) reduced time required to establish functional working relationships among partners; (2) accessibility and cultural congruence of health services; and (3) increased trust among community members. Barriers to implementation also existed in external relationships, but had less influence than facilitators.Conclusions: Achieving health equity in implementation science requires greater understanding of external relationships as implementation determinants. This exploratory study makes a significant contribution to the literature by describing the types of external relationships that facilitate equitable implementation and identifying the mechanisms through which they may work. We argue that approaches to community engagement drawn from community-engaged research approaches may be useful, as these processes require investment in building/maintaining formal and informal organizational and interpersonal relationships. Further research is needed to understand connections among external relationships and other implementation determinants. [ABSTRACT FROM AUTHOR]

BackgroundWhile relationships and connectedness among organizations have been included in implementation theories, models, and frameworks, the increased attention to health equity in implementation science raises the urgency of understanding the role of relationships external to the implementing organization. This paper addresses this gap through an exploration of the role of external relationships in community-based, equity-focused interventions.MethodsThis study focuses on an equity-focused, community-based COVID-19 vaccination intervention in Arkansas, drawing upon long-term community-engaged relationships among University of Arkansas for Medical Sciences and the Hispanic and Marshallese Islander communities. We used an exploratory qualitative descriptive design to examine barriers and facilitators to implementation of COVID-19 vaccination events analyzing in-depth qualitative interviews with implementation team members (n = 17).ResultsAll participants described pre-existing relationships among the implementing organization, partner organizations, and communities as a key implementation determinant for this equity-focused program. At the inter-organizational level, external relationships included formal connections and informal relationships among staff (e.g., communication channels from prior partnerships). At the individual level, strong external relationships with the community were facilitators leveraging long-term engagement, community familiarity, and staff from the communities of focus. Strong external relationships facilitated program reach in underserved communities through three mechanisms: (1) reduced time required to establish functional working relationships among partners; (2) accessibility and cultural congruence of health services; and (3) increased trust among community members. Barriers to implementation also existed in external relationships, but had less influence than facilitators.ConclusionsAchieving health equity in implementation science requires greater understanding of external relationships as implementation determinants. This exploratory study makes a significant contribution to the literature by describing the types of external relationships that facilitate equitable implementation and identifying the mechanisms through which they may work. We argue that approaches to community engagement drawn from community-engaged research approaches may be useful, as these processes require investment in building/maintaining formal and informal organizational and interpersonal relationships. Further research is needed to understand connections among external relationships and other implementation determinants.

This paper examines the roles of positive orientation, financial slack, and external networks in the sustainability of small and medium-sized manufacturing enterprises (SMEs) following the global financial crisis in 2008–2009. The financial crisis is a good example of sudden, unexpected external disruption, in which a firm's resilience as well as sustainability is seriously tested. Using a sample of 207 manufacturing SMEs in Hong Kong, we tested the simultaneous effects of positive orientation, financial slack, and external networks on post-crisis firm performance through strategic change. Our findings show that positive orientation and external networks play an enabling role in strategic change, which in turn leads to high performance. The enabling role of financial slack is, however, not supported. The study also shows that positive orientation, financial slack, and external networks play a buffering role, which has direct and positive effects on performance. The results provide academics and practitioners with a new perspective of the underlying mechanism that sustains the firm performance of SMEs under a financial crisis. [ABSTRACT FROM AUTHOR]

The facts and inferences exposed in this writing, and the arguments that support it, allow us to conclude that the «extension of the mind», opened during the evolutionary process, since always and today accelerated by the work of human intervention, in no case authorizes us to consider that the «extension of mind» has changed human nature, as we have always known it. Therefore, there is no justification to speak of transhumanism, as if a new man, a «transhuman», had appeared at the moment of the Singularity, whose nature had undergone substantial changes in relation to the usual human nature. For this reason, we consider that we should continue speaking of an «extensive humanism». No more.

Copyright of Journal of Technology Economics is the property of Chinese Society of Technology Economics and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Background: While relationships and connectedness among organizations have been included in implementation theories, models, and frameworks, the increased attention to health equity in implementation science raises the urgency of understanding the role of relationships external to the implementing organization. This paper addresses this gap through an exploration of the role of external relationships in community-based, equity-focused interventions., Methods: This study focuses on an equity-focused, community-based COVID-19 vaccination intervention in Arkansas, drawing upon long-term community-engaged relationships among University of Arkansas for Medical Sciences and the Hispanic and Marshallese Islander communities. We used an exploratory qualitative descriptive design to examine barriers and facilitators to implementation of COVID-19 vaccination events analyzing in-depth qualitative interviews with implementation team members ( n  = 17)., Results: All participants described pre-existing relationships among the implementing organization, partner organizations, and communities as a key implementation determinant for this equity-focused program. At the inter-organizational level, external relationships included formal connections and informal relationships among staff (e.g., communication channels from prior partnerships). At the individual level, strong external relationships with the community were facilitators leveraging long-term engagement, community familiarity, and staff from the communities of focus. Strong external relationships facilitated program reach in underserved communities through three mechanisms: (1) reduced time required to establish functional working relationships among partners; (2) accessibility and cultural congruence of health services; and (3) increased trust among community members. Barriers to implementation also existed in external relationships, but had less influence than facilitators., Conclusions: Achieving health equity in implementation science requires greater understanding of external relationships as implementation determinants. This exploratory study makes a significant contribution to the literature by describing the types of external relationships that facilitate equitable implementation and identifying the mechanisms through which they may work. We argue that approaches to community engagement drawn from community-engaged research approaches may be useful, as these processes require investment in building/maintaining formal and informal organizational and interpersonal relationships. Further research is needed to understand connections among external relationships and other implementation determinants., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (© 2024 Moore, Callaghan-Koru, Vincenzo, Patton, Spear, Riklon, Alik, Padilla Ramos, Takamaru, McElfish and Curran.)

Copyright of NTU Management Review is the property of NTU Management Review and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Economic globalization and demographic changes as well rapidly changing technologies are the most important factors of the firm's environment. The rapid development of information technology radically changes the very essence of the creation of new value. The pace of technological change and innovations increases. In the most advanced sectors of global economy the knowledge is a key resource. The world economy has not finally recovered after the crisis of 2008-2009. The global economy his becoming more multicentre and the vector of economic power is shifting to China and India. The main actors and the anchor of today global economy are leading international companies (transnational corporations- TNCs). Several thousands of TNCs together with their value chain dominate the global economy. The economic power allows the largest TNCs significantly push the boundaries of the company. Globalization has changed external networks of TNCs, their corporate governance, corporate ownership as well transfer pricing schemes as well relations between the headquarter and its subsidiaries and affiliates. A remarkable feature of TNCs recent FDI flows is not Greenfield investment but mergers and acquisitions. Key features of TNC activities are defined by industry. A growing number of TNCs are changing their strategic activities, basing on the latest technology trends. The most important aspects of TNCs activities are linked to innovation, financial operations, advanced management technique, increase in intangible assets. Innovation activity of TNCs is shifting to Asia.

Economic globalization and demographic changes as well rapidly changing technologies are the most important factors of the firm's environment. The rapid development of information technology radically changes the very essence of the creation of new value. The pace of technological change and innovations increases. In the most advanced sectors of global economy the knowledge is a key resource. The world economy has not finally recovered after the crisis of 2008-2009. The global economy his becoming more multicentre and the vector of economic power is shifting to China and India. The main actors and the anchor of today global economy are leading international companies (transnational corporations- TNCs). Several thousands of TNCs together with their value chain dominate the global economy. The economic power allows the largest TNCs significantly push the boundaries of the company. Globalization has changed external networks of TNCs, their corporate governance, corporate ownership as well transfer pricing schemes as well relations between the headquarter and its subsidiaries and affiliates. A remarkable feature of TNCs recent FDI flows is not Greenfield investment but mergers and acquisitions. Key features of TNC activities are defined by industry. A growing number of TNCs are changing their strategic activities, basing on the latest technology trends. The most important aspects of TNCs activities are linked to innovation, financial operations, advanced management technique, increase in intangible assets. Innovation activity of TNCs is shifting to Asia.

The analysis of innovation in a family business context has become an emerging topic in literature, but recent studies have resulted in mixed findings. To disentangle these inconclusive results, we propose to analyse the influence of family management on the relationship between different innovation inputs and innovation outputs. In particular, this manuscript empirically investigates whether family management exerts a moderating role on the relationship between R&D intensity, R&D personnel and social capital and the occurrence of technological innovation. To test our hypotheses, we used a conditional logistic regression based on a longitudinal sample of 1027 Spanish manufacturing firms over the period 2006-2010. The results show that family management reduces efficiency in the conversion of R&D expenses into technological innovation outcomes. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Administração is the property of Instituto de Administracao da FEA-USP and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Technological entrepreneurship concerns the transformation of potentially viable technological opportunities into profitable businesses. Technological entrepreneurship is recognised as a key driver of successful technological innovation. In addition, matching technological opportunities with local market needs is a characteristic feature of Chinese technology firms' catch-up and innovation potential. However, extant research on technology and innovation management has yet to fully include entrepreneurship insights in the study of innovation, especially in Chinese firms. With this aim, the paper identifies and investigates the relationships between a number of internal and external factors and technological entrepreneurship. Using a multi-disciplinary and multi-level literature review and findings collected through case studies and interviews in 74 Guangdong technology firms, the paper presents possible explanations concerning the relationship explored and discusses their theoretical and practical relevance, with particular reference to the role of support policies, IPR enforcement and personal relationships. [ABSTRACT FROM AUTHOR]

Purpose – Drawing on the resource-based view and network theory, the purpose of this paper is to investigate the role of external networks (ENs) and absorptive capacity (AC) in export market location decision of emerging economy firms (EEFs) and the performance implication of this decision. Design/methodology/approach – This study employs structural equation modeling to test three hypotheses: first, ENs influence an EEF manager's propensity to enter culturally/psychically distant markets for exports. Distant markets are more likely to be chosen by managers of firms with abundant ENs. Second, AC moderates this network-market location relationship. Third, superior performance results from the fit between managers' propensity to enter a market and firms' levels of ENs and AC. Findings – An analysis of 196 Chinese exporting firms supports the hypotheses. Research limitations/implications – Though the theoretical discussion is general, the empirical context is specific to Chinese export manufacturers. Replicating the study is necessary in different contexts. Practical implications – The study identifies to managers the importance of external (i.e. ENs) and internal resources and capabilities (i.e. AC) and linkages between resources and capabilities, strategy and performance. Originality/value – The study is novel in conceptually addressing the role of ENs and AC in firms' decision making and performance and in testing hypotheses with robust methodology and data. [ABSTRACT FROM AUTHOR]

The article presents the background to the innovation process carried out by the Corona Organization, the strategic definition underlying the process, and its key elements, resource base and structure. Emphasis is given to the need to ensure an integral approach encompassing organizational processes, structures, culture and human talent, whenever a long-term and serious innovation strategy is pursued. An Open Innovation strategy is required to leverage the organization's talent and knowledge pool and to guarantee growth. For the strategy to be successful in consolidating innovation capabilities, it is fundamentally important to work closely with external networks. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to analyze the underlying characteristics that enable the acquisition and appropriation of external knowledge, paying special attention to the relationship between external and internal networks to support this process.Design/methodology/approach – A case study methodology is followed, using not only semi-structured interviews but also secondary data to triangulate the obtained information. For the interviews, the authors have considered not only employees in different strategic positions, from middle management to top management, but also participants in the main supplier, to obtain a holistic perspective of the knowledge acquisition and appropriation in the innovation process.Findings – For the improvements of the process of knowledge acquisition and appropriation, organizations should configure internal and external networks to support this process reorganizing their classical structures. Moreover, this process is enhanced by the support of top managers and innovation champions, which act as sponsors and facilitators of the project respectively, to ensure that the whole process runs smoothly. At the end, to deal with new kinds of projects that are completely different to previous ones, it is recommended to be open to new ways of organizing and structuring participants; hence, coordination and socialization mechanisms are important to reach not only potential absorptive capacity (associated with knowledge acquisition) but also realized absorptive capacity (associated with knowledge exploitation). This situation is even more relevant in Web 2.0 environments, where each participant has autonomy to participate actively, be just a passive participant, or cease to belong to the community.Practical implications – The paper's findings could be useful to identify the determinants of knowledge acquisition and appropriation because they could guide organizations in the development of external and internal networks to support this process, which would be used to promote innovation within the organization; and with this identification, organizations could take actions based on their organizational requirements and goals. It is important to note that organizational boundaries are shifting from being closed to be permeable, enabling a better interaction with key partners and facilitating the knowledge exchange. However, this situation offers new challenges for organizations that want to be leaders in the near future because traditional organizations should shift their old paradigms, having an organizational culture more aligned with Web 2.0 philosophy (e.g. collaboration and sharing), which is the paradigm of the new digital economy.Originality/value – This study is a step forward to understand the relationship between external and internal networks that act as enablers of knowledge acquisition and appropriation. The authors extend the knowledge-based view by applying it in a Web 2.0 context, highlighting coordination and socialization mechanisms as critical success factors to integrate internal and external knowledge. Finally, the inclusion of interviews of employees from the main supplier of BBVA in these kinds of projects provides a holistic perspective of the process of knowledge acquisition and appropriation. [ABSTRACT FROM AUTHOR]

Literature on the learning firm in the context of the knowledge economy predicts that benefits will be derived from local clustering, and that there will be more consensual and enriching work within firms. This article critically examines the concept of the learning firm in the context of foreign direct investment in Central and Eastern Europe, and Poland in particular. It examines the way in which firms access knowledge both through external networks and internal reorganisation. The case study of Asea Brown Boveri's (ABB) brownfield investment in Poland is used to interrogate the notion of learning in the context of crossing national boundaries. The conclusion drawn from the literature and the case study is that tacit knowledge elicited from localities is strategic and selective. Learning through internal restructuring is much more to do with coercion from internal competition than consensual relations within the firms. [ABSTRACT FROM AUTHOR]