Users' contributions to radical innovation: evidence from four cases in the field of medical equipment technology

This paper focuses on contributions of users in early phases of radical innovation projects. In a multiple case study analysis in the field of medical equipment technology, we identify characteristics of users who contribute substantially to the development of radical innovations by being their inventors and (co)-developers. These innovative users have high motivation to seek new solutions, possess a diverse set of competencies, and are embedded in a supportive environment. We furthermore observe that they play an entrepreneurial role as they establish and organize the required innovation networks. These innovation networks are needed to transform the users' radically new concepts into first physical prototypes and marketable products. The study highlights how manufacturing firms can benefit from innovative and entrepreneurial users in the early phases of radical innovation projects.     

Trends in world trade

The current problems of international trade can certainly not be solved by resorting to the arsenal of national trade policies. World-wide economic losses would be the inevitable result. Therefore the first set of tripartite talks between the “major trading powers”, the USA, the EC and Japan, scheduled for October this year and dealing with mutual trade problems, will be a step in the right direction providing that these talks do not result in a defensive alliance against the trading interests of the developing countries.     

Building a culture of personal benefits responsibility

Successfully having employees take personal responsibility for their benefits plans requires going beyond the rapid rollout of new benefit plan designs; it requires employers to invest in understanding the complexity of their workforce. This article reviews the evolution of benefit plans and what has arisen as the current state of employee benefits. It then discusses steps employers can take to build a successful total benefit strategy that recognizes the importance of the emerging workforce's racial, ethnic and cultural diversity.     

Leading from Behind – American Exceptionalism and President Obama’s Post-American Vision of Hegemony

This article explores the discursive performance and political significance of ‘American exceptionalism’ under President Obama. Moving beyond a critical examination of geopolitical identity, it investigates how representations of exceptionalism, understood as ideational construct of uniqueness and superiority, are linked to practices of US foreign and security policy that confirm, but also contest, established notions of American leadership in world politics. A particular focus lies on the 2012 presidential campaign, and how diverging ‘exceptionalist’ visions between Obama and Mitt Romney testified to competing ideas for American primacy and cooperative engagement. The article will further examine the cases of ‘leading from behind’ in Libya, American non-intervention against Assad in Syria, and US reactions to current crises concerning Ukraine and ISIS. The contextualisation of these episodes in contemporary, geopolitical discourse reveals how the practice of US foreign and security policy under Obama is shaped by a conflicted and paradoxical vision of post-American hegemony.     

Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World

The sustainability problems with regard to the production, distribution, and consumption of goods and services increasingly challenge the legitimacy of corporations. The literature distinguishes three strategies that corporations commonly employ to respond to legitimacy problems: adapt to external expectations, manipulate the perception of their stakeholders, or engage in a discourse with those who question their legitimacy. We discuss three approaches to determine the appropriate response strategy: one‐best‐way approach, contingency approach, and paradox approach. We argue that in the face of heterogeneous environments with conflicting demands, corporations that follow a paradox approach are likely to be more successful in preserving their legitimacy than those that adopt one of the other two approaches. We develop a theoretical framework for the application of different response strategies and explore the management of paradoxes by way of structural, contextual, or reflective means.