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Established companies often engage with startups as a way to improve their innovation performance. While there has been extensive discussion on the reasons, modes, and expected outcomes of these initiatives, there is still a need to understand more about how corporate engagements with startups (CEwS) evolve and how they can enhance a company’s innovation capability. This study proposes a framework of engagement strategies, discussing their purposes and implications to understand the subject better.

This study involved managers from twelve large, established companies across various sectors. The authors used a multicase approach to analyze their experiences and offer a framework for corporate-startup engagement.

The framework for corporate-startup engagement consists of four main strategies: (1) innovative improvement, (2) R&D expansion, (3) more value to corporate venture capital and (4) ecosystem articulation. The authors found that ecosystem articulation, which combines the potentials of the other three strategies, is the most sophisticated approach.

This study offers a systematic view of the CEwS phenomenon, identifying the various modes of engagement, the reasons for adopting each one and potential ways to advance and improve them. For managers, the study reveals the CEwS as a lever to build innovation capabilities over time.

While extant literature has advanced our understanding of senior and middle managers in corporate entrepreneurship, studies have only recently attended to the role of non-managerial employees (NMEs). These organizational members bring ideas, resources and energy to the pursuit of innovative opportunities, yet the determinants of their entrepreneurial behavior are poorly understood.

The authors performed a systematical literature review on the subject of NMEs in corporate entrepreneurship to identify gaps and recommend an agenda for future research.

The review revealed gaps regarding (1) the distance of NMEs from decisions on corporate strategic intent, (2) agentic choices made by NMEs to use their subject matter expertise for their employers' benefit, and the influences of (3) job characteristics and (4) organizational infrastructural support of entrepreneurial behavior.

The authors present a theoretical framework and directions for future research.

As a sector, higher education is at the low end of innovation rankings. The challenges we face – demographic, technological, political, and pedagogical – will require sustained innovation at a strategic level. Recent research with mature companies has identified exemplars in strategic innovation (e.g., O’Connor, Corbett, & Peters, 2018). This work explores whether – and how – higher education institutions might adapt insights from the corporate sector for strategic innovation in teaching and learning.

The introductory section provides an overview of the nature of strategic innovation (and why it is hard to sustain), strategic issues facing higher education, and the status and challenges of sustaining strategic innovation for teaching. The next two sections describe insights from research with corporate exemplars of sustaining strategic innovation. Each section uses a scenario from higher education as a proof-of-concept test to explore the application of the corporate sector insights for strategic innovation in higher education teaching and learning.

The final section of the chapter discusses the planned next steps to prototype and test adaptation of these corporate sector insights with institutional innovation leaders in higher education, as well as additional potential sources of insights (from other research in the corporate sector and from strategic innovation in the public sector).

From July 1995 until July 1996 we followed a group of small companies that were retailing on the Web. We surveyed our sample three times over this period, collecting both quantitative and qualitative data and visible data from their Web sites. Our intention was to initiate research into successful Web‐based retail ‐ put simply, what makes a small company successful on the Web? Using ideas from grounded theory and our findings, we suggest important factors and constructs that can be used for further work in this area.

You can buy and use a personal computer without understanding the language—but it's a little hard to read these articles, and a lot harder to understand the Held thoroughly. The author starts a new sequence of Trailing Edge articles by denning some of the terms used in the articles and in the field and mentioning some of the other terms you'll see used but rarely defined. The author also provides notes from PC literature for July‐September 1992. For a year in which prices were supposed to stabilize, it's been a remarkable summer: the new general‐purpose machine is supposed to be a 50MHz 486DX2, a well‐equipped 486SX now goes for less than $2,000 complete, and even the hottest new machines are coming out at reasonable prices.

Develops and refines a new way to generate and identify opportunities for really new product functions. Considers that the role played by marketing research in really new products is limited. Traditional marketing research methods here are largely confined to asking people about problems with current products, watching them use these products and asking them to use new prototypes in extended use tests. Describes a new method for identifying new consumer or industrial product functions. Target consumers for a given category are exposed to 300 mini‐concepts. Concepts consist of verb‐object combinations describing possible new functions in that category. Concludes that once key needs or opportunities are identified for a given category, the next step is to determine which current or new technologies are required to address these needs.

The reality of organizing new growth ventures is that every place to locate them in the organization has pros and cons.

Using a set of seven archetypes, executives can figure out which location solution fits the initiative and the parent company best.

Organizations pursuing ventures have a choice of how much separation/distance to insert between ongoing operations and the new business.

The “right” place to locate a venture also depends on such factors as the situation of the parent organization, the level of innovation maturity the parent organization has and the form and functions of the venture.

One of the most critical decisions that executives need to make as they contemplate getting started with setting up an innovation/growth function within their organizations is where, organizationally, it belongs. Seven alternatives are analyzed.

It has become increasingly apparent that one's perception of issues depends largely on his or her personal history. Human beings, professionals, and stakeholders vary in their perspectives, strategies, and solutions. Rather than arbitrarily selecting issues or seeking consensus among interdisciplinary but disparate groups, it is critical to examine the broader array of values and issues that impact learners with exceptionalities and the future of special education. In addition, it is important to conceptualize effective techniques to reverse traditional problems or difficulties while considering the “cycles” of change in general and special education. These cycles are based on the view that educational perspectives have their time since they come and go. When they are innovative, they become the status quo and become finally obsolete as the next group of methods, beliefs, and educational initiatives takes hold. In special education, we have fundamental values that must be respected and followed to deliver services to learners with exceptionalities. These values are sometimes not valued by ill prepared and unprepared professionals, especially since good professionals believe in change. This chapter focuses on how these values can be respected to protect and advance special education and education as a whole.

In this chapter, Markéta Levínská, Dana Bittnerová and David Doubek show the situation of the Roma Minority in the Czech Republic. According to qualified estimates by regional coordinators for Roma minority affairs, a total of 245,800 Roma lived in Czechia in 2016, which represents 2.3% of the overall population in the Czech Republic. The Roma in the Czech Republic cannot be considered a homogeneous group, neither economically, nor regarding their social status. The authors describe the legal, social and cultural status of the Roma minority then analyse their attainment on different levels of the education system. After listing the most important policies and support programmes in the area of Roma education, they show current research results relating to the state of Roma education.