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Knowledge creation (KC) is an important issue in a knowledge society. Organizational change is required to facilitate KC which embraces knowledge access and selection, knowledge diffusion, knowledge application, and knowledge storage. In this paper, three momenta of organizational change are reviewed and integrated. Knowledge access and selection driven by institutional regulation takes place in the beginning phase, knowledge diffusion and knowledge application driven by rationality in the subsequent phase, and knowledge storage driven by structural inertia in the last phase. Once the right momentum influences organizational change in the wrong phase, KC can rarely be accomplished.

The literature of organizational change hints that adaptability and inertia not only counterbalance but also reinforce each other, and the inertia-adaptability balance over time is nonlinear. The author aims to address this view more clearly by presenting a multi-stage conceptual model that delineates how adaptability and inertia take turns to override each other. In addition, data collected from over 400 nonprofit organizations within the USA were used to test this model.

This study uses polynomial regression to examine the multi-stage conceptual model. More precisely, it tests how organizational age influences an organization's innovativeness, managerial risk aversion, and red tape.

The findings support the multi-stage conceptual model. The results imply that organizational ecology and rational adaptation are mutually compatible perspectives in explaining organizational age dynamics.

This study introduces a multi-stage model that more clearly examines how adaptability and inertia counterbalance and reinforce over time. More importantly, the author empirically examines the nonlinear organizational age dynamics using quantitative data.

The author aims to provide a macro (organization‐environment) view for knowledge creation (KC), a study traditionally considered to be a micro (individual‐organization) management issue.

Literature review and literature integration are the main approaches used in this paper. Instead of providing a critique, the author reviews recent KC process studies and integrates them into a “process heuristic,” in which different phases of KC activity are embedded. The author then discusses how each phase of KC interacts with the change of an organization's external environment (the integration of change theories and the KC process heuristic).

The author found that an organization needs the function and balance of three different momenta – imitation, rationality, and inertia – to proceed with KC when confronted with pressure from external environments. Knowledge feedback, prompted by the synergy of these momenta, ensures the fitness of an organization and its environment. However, knowledge feedback falls short if organizations fail to process ambiguous information in a turbulent environment.

The author provides five propositions based on the literature review. One may need more qualitative or quantitative evidence to test these propositions.

In addition to the traditional micro view, managers can diagnose their KC problems from a macro view.

This paper is the first one to address the importance of environment‐organization fitness in terms of KC studies.

The purpose of this paper is to add to the understanding of how transformational leaders influence R&D team outcomes around being more innovative. In particular, the study aims to focus on the role of group identification in mediating innovative outcomes.

In total, 104 participants in a large Australian R&D organization were surveyed twice during a 12 month period of major restructuring and change. These matched respondents came from 29 different teams.

Results revealed that group identification and perceived support for creativity exerted equal independent effects in fully mediating the relationship between transformational leadership and team innovation.

The potential for leadership to influence innovation through identification raises interesting alternative possibilities. Future research may generate new insights by investigating alternative samples, leadership styles or using qualitative methods.

Findings point to how a more transformational style of leadership influences team climate and identification, and in turn innovation in the context of scientific R&D teams. Such styles do produce better outcomes, both for the organization around more innovative products and processes, but also for team members who engage in more creative team environments.

These findings add to the conceptual understanding of processes through which transformational styles of leadership promote innovation, and highlight the benefits gained by promoting more transformational styles of leadership to generate more innovative outcomes from teams and employees.

The purpose of this paper is to explore the role of self-leadership in enhancing work engagement through the mediating mechanisms of affective, normative and continuance organizational commitment.

Data collected from 258 transportation workers were examined in a parallel mediation model in PROCESS.

The results of these analyses suggest that the positive relationship between self-leadership and work engagement is partially mediated by affective commitment and normative commitment, but not by continuance commitment.

The findings imply that organizational decision makers should implement practices designed to increase self-leadership in the workplace and enhance employee work engagement. These practices include empowering leadership, recruitment and selection of self-leading employees, and self-leadership training interventions. The study was subject to limitations common to attitudinal survey research.

This study responds calls to explore the mediating mechanisms through which self-leadership affects organizational outcomes and helps explain why self-leadership affects employee work engagement.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Three residential colleges located in a university campus at the capital city of Kuala Lumpur and built in different decades were selected for landscape studies with respect to species and position of the trees, as well as the effects of the current landscapes as a shelter in reducing solar radiation on buildings, as a pre-assessment for the Low Carbon Cities Framework (LCCF) and assessment system. These landscape designs were carefully studied through on-site observation. The name and location of the matured plants were redrawn and visualised with standard normal photographs. The studies revealed that the old residential college landscape is dominated by tropical forest trees which are able to provide a significant shade to the buildings and offered a potential to achieve sustainable development due to a higher rate of carbon sequestration. While, palm and hybrid fruit plants were most extensively cultivated in the landscape of new residential colleges due to low maintenance and being fast growing.

The Benelux chapter has made a habit of organising meetings with a scientific and commercial accent more or less alternately. This approach has proven to be successful in the past three years. The 1986 Autumn meeting will be another display meeting. A number of papers will be presented by suppliers of materials and equipment for the hybrid and surface mounting industry. In a 300 m2 exhibition room about 25 companies will display their products. The programme of the day leaves ample opportunity for meeting colleagues and suppliers. The meeting will be held in the ‘Jaarbeurs Vergadercentrum’ in Utrecht on 16 October from 9.30–17.00. The annual ISHM‐Benelux general membership meeting will precede the lectures.