/ Frenken, K., & Schor, J. (2017). Putting the sharing economy into perspective. Environmental Innovation and Societal Transitions , 23 , 3-10 Fraiberger, S. P., & Sundararajan, A. (2015). Peer-to-peer rental markets in the sharing economy. Heinrichs, H. (2013). Sharing economy: a potential new pathway to sustainability. GAIAEcological Perspectives for Science and Society , 22 (4), 228-231. Hansen Henten, A., & Maria Windekilde, I. (2016). Transaction costs and the sharing economy. info , 18 (1), 1-15. Minifie, J. (2016). Peer
Leena Ajit Kaushal
Mosad Zineldin and Valentina Vasicheva
The paper describes theoretically with some empirical evidences the decision and result of strategic alliance as a relationship between people or as a love affair and a commitment to marriage which is ideally, based on shared interest, love, mutual trustworthiness, and commitment to continue the relationship. The main point is that, just as successful human marriages require clarity of needs, purpose, maturity, preparation, patience, nurturing, flexibility, commitment, trust, and compromise, so too will such prerequisites apply to successful organizational strategic alliance relationships. The main task of this conceptual research is to identify the reasons for failures (non-sustainability) of strategic alliances to answer the question of why do they fail. The problem will be later on (phase 2) analysed taking into consideration different industry sectors located in different countries
References Digital Innovation in Bank, Intel, Red Hat, 2016, https://www.sifma.org/resources/general/digital-innovation- in-banks-it-infrastructure-modernization-accelerates-progress (access 10.03.2017). Geels F.W., 2011, The multi-level perspective on sustainability transitions: Responses to seven criticisms, Environmental Innovation and Societal Transitions, vol. 1, no. 1, pp. 24-40. Geels F.W., 2013, The impact of the financial-economic crisis on sustainability transitions: Financial investment, governance
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Mohamad Ishak Bin Mohamad Ibrahim and Mashkuri Bin Yaacob
Management, Vol. 23 Iss: 6 pp. 625–646. Ravi S. Behara, David E. Gundersen, (2001), “Analysis of quality management practices in services”, International Journal of Quality & Reliability Management, Vol. 18 Iss: 6 pp. 584–604. Seaver, M. (2003), “Handbook of Quality Management”, 3 rd Edition, Gower Publishing. Svensson,G (2006) “Sustainable quality management: A strategic perspective”, The TQM Magazine, Vol. 18 No. 1, pp. 22-29.
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Samuel K. M. Ho
2008), “From 5-S to Business Excellence” , Quest for Quality On-line Magazine , Middle East Quality Association, Middle East. http://www.meqa.org/mag/q4q/index.htm Ho, S. K. M. (Jun 2007), “Business Excellence through 5-S and 6-Sigma”, Proceedings of the Oxford Business & Economics Conference, Int. Journal of Business & Economics , University of Oxford, UK. Ho, S. K. M. (Mar 2010), “Integrated Lean TQM Model for Global Sustainability & Competitiveness”, TQM Journal , Vol.22, I.2, Emerald, UK. (Best Paper Award – 2010) ISO (2008), ISO 9000:2008 Quality
Corina Pelau and Alexandra-Catalina Chinie
. 3. Bointner, R. (2014). Innovation in the energy sector: Lessons learnt from R&D expenditures and patents in selected IEA countries, Energy Policy, 73, 733-747. 4. Boons, F., Montalvo, C., Quist, J., Wagner, M. (2013). Sustainable innovation, business models and economic performance: an overview, Journal of Cleaner Production, 45, 1-8. 5. European Commission (2016): European Innovation Scoreboard 2016, available online at: http://ec.europa.eu/DocsRoom/documents/17823 , accessed on: 19.10.2016 [Dataset]. 6. Eurostat (2016a) Sustainable
Taina Savolainen and Palmira López-Fresno
In the environment of continuous change today, trust is needed more in most organizations but is enacted less. This paper discusses trust in leadership. Trust is the essence of leadership forming a foundation for functioning relationships and co-operation. Trust is intangible asset, a managerial skill, and an influencing power for leaders. Leadership by trust emphasizes trustful behavior towards employees. It can be defined as an interactive way of leading organizations for effectiveness and profitability. In this paper, we suggest that, it is trustworthiness in leader behavior that matters. Showing trustworthiness by competence, integrity, benevolence, and credibility makes a difference in daily leadership work and sustaining innovations. This paper focuses on how leaders enact on trust by showing trustworthiness to subordinates. Real life case examples are presented and their implications are discussed. In conclusion, leadership by trust matters in building innovative work environment. As to untrustworthy leader behavior, it is worth noting that building and sustaining trust is reciprocal in nature. A practical implication for leaders is that the development of an awareness of trustworthiness and skills for demonstrating it should be a top priority in the current business environment, which demands strong interaction, cooperation, and communication abilities.