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The purpose of this paper is to provide a common understanding of service‐oriented concepts to enable unambiguous discussion around service‐oriented architecture (SOA). Managers often have limited understanding of SOA, and for some reason, technologists seem to have difficulty explaining the concept using terminology and analogies that managers can understand. This paper addresses the long‐standing communications gap between managers and technologists as they attempt to evaluate how SOA or SOA‐related investments can add business value.

The approach for this paper is to state the problem between managers and technologists and then provide concepts to break down the communication barrier. The paper then goes on to provide an argument for an optimal approach for SOA implementation and investment that meets management requirements.

Unless SOA can be aligned to business processes, it will be viewed as a risky proposition that adds to cost without directly addressing business needs.

Managers need to understand the differing SOA points‐of‐view and what they mean for business performance. If one has difficulty in implementing ERP, then one will have more difficulty in implementing SOA. It is the responsibility of management to understand how these SOA‐related concepts impact the business, if for no other reason than that they are costly and risky. Of course, the concepts vary in cost and complexity, but they all vary in benefit potential to the business.

The originality of this paper can be noted by the fact that confusion around SOA approaches between managers and technologists still exists. This paper seeks to eliminate that widespread confusion by presenting service‐oriented concepts in an unbiased, holistic view.

The purpose of this paper is to investigate how, if at all, organizational dynamics changed at US airlines after an industry wide modification to mandatory retirement age regulations in 2007. Findings challenge assumptions that society, organizations, and employees will all unequivocally benefit from abolishing mandatory retirement by investigating the impact of age-related policy changes on US airline pilots.

In total, 43 semi-structured interviews were conducted with captains and copilots from US airlines between September 2010 and July 2011. From this data set, two informant subgroups emerged: first, senior captains averaging 59 years of age; and second, junior pilots averaging 43.5 years of age.

Findings revealed that both senior and junior pilots reported retirement age policy changes created an antagonistic environment, pitting employees against each other in competition over scarce resources.

Paper findings are based on empirical materials collected during an 11 month snapshot-in-time between September 2010 and July 2011 and interview data are based on a small subgroup of US airline pilots who self-selected to participate in the study. Therefore, findings are not unbiased and may not be generalizable across all airlines’ pilot workgroups.

Considerable research has been conducted identifying the policy and practice changes that employers need to adopt to retain older workers. However, few studies consider the psychological impact of these age-related workplace changes on employees or the organizational psychodynamics they might trigger.

This paper makes two main contributions. First, through use of the psychoanalytic construct of the Oedipus complex, the paper sheds light on some of the psychodynamic consequences of age-related policy changes. Second, it challenges assumptions about workforce aging and the underlying causes of intergenerational conflict, highlighting ways that policy changes intended to eradicate discrimination against older workers can result in age discrimination against younger employees.

This paper aims to examine the drivers of employee creativity and organizational innovation empirically. And to study how employee creativity significantly impacts organizational innovation in a highly competitive market.

This study is grounded in positivism philosophy. The theoretical model is grounded in the dynamic capability view (DCV) and further developed ten hypotheses and sub-hypotheses. To test our research hypotheses the authors utilized psychometric-based instruments. The authors obtained 575 responses from the automobile industry in India after multiple follow-ups. The data were utilized to check the construct validity and tested the authors’ research hypotheses using the co-variance-based structural equation modeling (SEM) tool (IBM SPSS AMOS 20.0).

The results support the authors’ research hypotheses. The findings of this study conform to the previous findings of the scholars which is an important aspect of the study. In the past various scholars have made an attempt to reproduce the results in different contexts. In a way, it helps to build confidence in the scientific merit of the results. It may be considered as an incremental contribution to the literature but it helps establish confidence in the theory of creativity and innovation.

The results offer a nuanced understanding to the practitioners and policy makers to understand “what” and “how” to improve employee creativity that plays a significant role in organizational innovation.

This study is an attempt to examine how the theory of creativity and innovation can be embraced by the Indian automobile industry.