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Although many scholars have investigated different aspects of the notion of innovation ambidexterity, the conceptualization of examining this concept in a technological setting remained unclear, as no serious attempts have been made to figure out the core concept of innovation ambidexterity in a technological context, which is a critical concept for high-tech firms.

Ethnoracial categories and classifications can change over time, sometimes leading to increased social mobility for marginalized groups or nonelites. These ethnoracial changes are often attributed to emulation, where nonelites adopt the elite's social, cultural, and political characteristics and values. In some cases, however, nonelites experience ethnoracial shifts and upward mobility without emulating elites, which events can help explain. I argue that the type of event, whether endogenous or exogenous, affects the ability of elites to enforce their preferred ethnoracial hierarchy because it will determine the strategy – either insulation or absorption – they can pursue to maintain their power. I examine this phenomenon by comparing the cases of Irish social mobility in 17th-century Barbados and Montserrat. Findings suggest that endogenous events allow elites to reinforce their preferred ethnoracial hierarchy through insulation, whereas exogenous events constrain elites to employ absorption, which maintains their power but results in hierarchical shifts. Events are thus critical factors in ethnoracial shifts.

This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

In this chapter, we review the historical development of elite theory, and then we propose a way forward beyond it. Elite theory emerged as a critique of democracy in the late 19th century. Although it used historical materials illustratively, it tended to be ahistorical theoretically because its primary aim was to demonstrate the perdurance of elites even in conditions of mass suffrage. Lachmann was the first scholar to develop elite theory as a truly historical and explanatory framework by combining it with elements of Marxism. Even Lachmann's theory, however, remained inadequate because it did not rest on a fully articulated theory of power. In this introduction, we suggest a “relational power theory” as a remedy to this situation, and we use it to formulate a general heuristic for the study of elites, nonelites, and their interrelationships. To illustrate its utility, we show how it can illuminate the chapters in this volume (though they were not necessarily written for these purposes).

This paper aims to initiate new avenues of research by examining optimal intellectual capital (IC) inputs, introducing three theories into the discussion: diminishing returns to scale, transaction costs economics and efficiency wage theory. In the second part, it advocates for demonstrating the existence of such non-optimality through empirical tests.

This paper is divided into two parts. The first part provides a theoretical justification for the necessity of observing nonlinear relationships between IC inputs and firm performance. In the empirical section, the research design follows a four-step process, each progressively building on insights gained from the preceding phase: (1) establishing a baseline linear regression model; (2) introducing the logarithm of the IC inputs; (3) incorporating the square terms of the IC inputs and (4) investigating the phenomena of over- and under-input in IC.

The background theories and the obtained results highlight the necessity for firms to adopt a strategic approach to IC, acknowledging the diverse effects of IC components on different outcomes. They emphasize the nonlinear nature of IC returns, underscoring the importance of investing up to an optimal level to maximize benefits.

The study’s discovery of optimal levels for the components of IC highlights the importance for practitioners to identify and invest up to these optimal levels. This ensures that IC initiatives are strategically aligned to maximize their positive impact on firm performance.

The integration of theories such as diminishing returns to scale, transaction costs economics and efficiency wage theory, alongside traditional frameworks like the resource-based view, the theory of dynamic capabilities and the knowledge-based theory of the firm, opens up new avenues for research on IC. The proposed methodology and measures – from financial reports – provide opportunities for replicating this type of study.

Extant studies in entrepreneurship have explored factors that influence the birth and growth of start-up firms; however, there appears to be a dearth of studies examining the influence of founders' ambidextrous orientation on start-ups' success, especially their speed of attaining the coveted status of a “unicorn start-up” – which is considered a mega success in practice. This study examines whether and how founding teams’ collective ambidextrous orientation influences their respective start-ups’ pace of becoming a “unicorn”.

This study empirically analyses 220 interviews by the founders of 83 Indian unicorns in examining the influence of the founding teams’ collective exploration-exploitation capability on their firms' speed to achieve the “unicorn” status. The Cox Hazard model was used to test the hypothesized relationships, and linear ordinary least squares (OLS) regression was used to test the robustness of the results.

The authors find a strong positive relationship between founding teams’ ambidextrous skills and the speed of becoming a unicorn. The study results suggest that the founding teams’ collective exploratory skills may be more influential in their start-up’s speed to unicorn status vis-à-vis their exploitative skills.

This study finds that the founding teams’ ambidextrous orientation and exploratory skills accelerate their start-up’s speed to becoming a unicorn, contributing to the academic discourse on the “unicorn” phenomenon, which is widely acknowledged as a grand success status for start-ups—especially technology and venture capital funded start-ups—among the practitioners. This study contributes to the academic discourse on firm capabilities and founding-team-related antecedents of start-up success by raising a new dimension of the founding team’s ambidextrous orientation.

Given the workplace’s reinvention to accommodate the global pandemic’s novel conditions, knowledge hiding (KH) behaviour in knowledge-intensive organisations must be examined from a fresh perspective. In this context, the relationship between workplace ostracism (WO) as KH’s antecedent and quiet quitting (QQ) as its consequence is undertaken via the mediating role of KH behaviour among knowledge workers (KWs).

Through stratified sampling, data from 649 KWs is obtained to test the model. Partial least squares structural equation modelling (PLS-SEM) using SMART-PLS 4.0. software establishes a significant influence of WO on KH and QQ. KH significantly mediates the relationship between WO and QQ, highlighting its critical intermediary role PLSPredict evaluates the model’s predictiveness. WO and KH’s effects on QQ are examined using necessity logic by collectively applying PLS-SEM and necessary condition analysis (NCA).

The model wherein WO plays a significant role in increasing KH and QQ, with KH as a partial mediator in the relationship, has high predictive relevance. Moreover, NCA confirms WO as the key predictor variable that provides variance in QQ, followed by KH. The Importance-performance map analysis technique supports the study’s managerial implications.

This study enriches QQ’s emerging literature by empirically identifying its antecedents-WO and KH. Methodologically, this paper gives a model for using PLS-SEM and NCA together in relation to QQ by identifying WO as its necessary condition. Evidence of selected constructs’ interrelationships may help organisations draft leadership programmes to curtail KH and QQ behaviour.