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The COVID-19 pandemic has changed the way hospitals work. Strategies that were detached from the boundaries of departments and responsibilities in the COVID-19 pandemic have proven themselves under extreme conditions and show a beneficial influence on patient flow and resource management as well as on the communication culture. The continuation of closer interdisciplinary and cross-sectoral co-operation in a “new clinical routine” could have a positive impact on personnel concepts, communication strategies, and the management of acute care capacities and patient pathways.

The aim of the paper is to critically discuss the knowledge gained in the context of the COVID-19 pandemic from the various approaches in patient flow and capacity management as well as interdisciplinary co-operation. More recent research has evaluated patient pathway management, personnel planning and communication measures with regard to their effect and practicability for continuation in everyday clinical practice.

Patient flows and acute care capacities can be more efficiently managed by continuing a culture change towards closer interdisciplinary and intersectoral co-operation and technologies that support this with telemedicine functionalities and regional healthcare data interoperability. Together with a bi-directional, more frequent and open communication and feedback culture, it could form a “new clinical routine”.

This paper discusses a holistic approach on the way away from silo thinking towards cross-departmental collaboration.

Introduction: The Republic of Moldova’s economy faces risks caused by the war in Ukraine and the economic crisis, proving that citizens’ prosperity is essential for national stability and that financial knowledge influences the standard of living. A minimum financial education provides information, knowledge, and tools to make correct decisions based on informed consent in an increasingly complex financial system. In the financial-banking and academic environment, in-depth research of consumers’ financial education level helps to optimise, streamline, and balance bank–client relations with fairness. This work is the consequence of studying the level of financial education among consumers of financial-banking services, with direct implications for their financial well-being.

Purpose: The main aim of this research is to measure the financial knowledge of consumers of financial-banking services, developing recommendations for measures to improve the situation.

Methodology: To explain the factors of influence, the following research techniques were used: analysis and synthesis of conceptual approaches to financial education; deduction and induction; analysis of the findings of sociological research on the level of financial education of users of financial-banking services; and recommendation synthesis.

Findings: The research validates that enhancing financial education has a positive effect on individuals and the economy, reinstates confidence in financial markets, makes an innovative contribution to accurately assessing consumers’ financial knowledge enabling the implementation of proactive measures.

Implications: This chapter provides insights into consumers’ financial education level, serving as a crucial indicator for institutions and public authorities in formulating and promoting effective educational initiatives to ensure minimal skill gaps.

This paper seeks to deal with the history of Research and Development (R&D) management. It takes the history of the R&D Department of the Royal Philips Electronics of The Netherlands as an example to unravel the dynamics behind industrial R&D management.

This paper is based upon historical and theoretical studies on industrial R&D institutions and research cultures.

The paper proposes that the directors of the Philips R&D Department continually shaped and reshaped the organization in order to retain researchers with creative ideas, and to stimulate innovativeness. The R&D‐management was the outcome of a search process that comprehended a mixture of scientific and industrial (management) skills, knowledge and expertise, which together shaped an industrial research culture. One of the most difficult questions for the research managers was to find a balance between the professional status and motives of individual researchers on the one hand and the Philips company production strategy on the other. Over the years, the research leaders stimulated individual creativity in their own way, taking specific business and economic circumstances into account. They operated during different historical periods that reflect their management ideas.

Nowadays, the Philips research takes place at the High Tech Campus. Its philosophy is based upon Chesbrough's open innovation paradigm. In the discussion of this paper, it is argued that the history of industrial research teaches that the success of this organization, as in the past, will depend upon the management's ability to find a balance between scientific activities and industrial production.

To analyze the market reception of multi-authored works of art through the lens of collaborative old master paintings (“formal/prestige collaboration”). This paper tests whether multi-authored attribution strategies (i.e. naming two artists as brand names) affect buyers' willingness to pay differently from single-authored works in the auction market.

This case study focuses on collaborative paintings by Flemish masters, based on a data set comprising 11,630 single-authored and collaborative paintings auctioned between 1946 and 2015. Hedonic regressions have been employed to test whether or not co-branded artworks are differently valued by buyers and how the reputation of each artist might influence valuation.

Despite the opportunity for buyers to purchase one artwork with two brand names, this study reveals that the average value of collaborative paintings is statistically lower than that of single-authored paintings. This is especially true when a reputed master was involved in the collaboration. The present findings suggest that the valuable characteristics of formal collaborations (i.e. double brand name, dual authorship and reputation, high-quality standards) are no longer perceived and valued as such by buyers, and that co-branding can affect the artist brand equity because of a contagion effect. We argue that integral authorship is more valued than partial authorship, suggesting that the myth of the artist as a lone genius is still well-anchored in purchasing habits.

Prestige collaborations are a very particular form of early co-branding in the art world, with limited data available. Further research should consider larger samples to reiterate the analysis on other collaboration forms in order to challenge the current findings.

Researchers and living artists should be aware that brand building and co-branding are marketing strategies that may generate negative effects on prices in the art market. The perceived and market value of co-branded works are time-varying, and depends on both the context of reception of these works and the reputation of the artists at time t.

This market segment has never been considered in art market studies, although formal collaboration is one of the earliest documented forms of co-branding in the art world. This paper provides new empirical evidence from the auction market, based on buyers' willingness to pay, and it further highlights the reception of multi-authored art objects in Western art markets that particularly value individual creators.

The purpose of this paper is to clarify whether there are differences in the implementation of quality management (QM) and the results achieved, based on the position of the person responsible for QM and his/her strategic priorities.

Data from 256 firms that have implemented QM are collected. A multigroup analysis with LISREL is employed to contrast the hypotheses using a sample of general managers on the one hand and of quality managers on the other.

This study shows that QM is stronger implemented when it is headed by the general manager than by the quality manager. The authors also find that in both samples of general managers and quality managers, only one of the three strategic priorities analyzed, cost orientation, shows a positive effect on financial results. When the influence of QM on financial results is considered, the relationship is significant just in the case of the sample of quality directors.

The limitations of the analysis performed suggest lines of research that can substantially enrich the analysis of the role of management in the implementation of QM systems. A first step would be to expand the study sample, since the subsample for general managers was not very large. Gathering more recent data could contribute to strengthening the results obtained and to identifying additional explanatory variables. For example, information on functional experience or training could clarify the strategic focus adopted by managers.

This study highlights that the general manager's commitment to quality confers greater credibility in the rest of the organization. Although the general managers impose greater implementation of QM, they do not perceive that this influences the financial results achieved directly. The incorporation of strategic priorities in this study also shows that the perception of differentiation in marketing in firms that have implemented QM is similar both for quality managers and for general managers. However, the former (quality managers) also show that differentiation in innovation has a positive effect on QM.

Literature has shown an indisputable consensus on the relevance of leadership and the commitment of top management to the success of QM, but few studies provide more in‐depth specific knowledge of the characteristics and actions developed by the person who leads the commitment to quality. This study tackles the role of the manager responsible for QM in the firm, based on his or her functional position, whether general manager or quality manager. It contributes by investigating how a manager's strategic priorities condition the level of QM implementation, as well as the financial performance achieved.

This paper aims to seek answers to the question: What are the relevant factors that allow not-for-profit innovation networks to successfully transition new technologies from proof-of-concept to commercialisation?

This question is examined using the knowledge-based view and network orchestration theory. Data are collected from 35 interviews with managers and engineers working within seven centres that comprise the High Value Manufacturing Catapult (HVMC). These centres constitute a not-for-profit innovation network where suppliers, customers and competitors collaborate to help transition new technologies across the “Valley of Death” (the gap between establishing a proof of concept and commercialisation).

Network orchestration theory suggests that a hub firm facilitates the exchange of knowledge amongst network members (knowledge mobility), to enable these members to profit from innovation (innovation appropriability). The hub firm ensures positive network growth, and also allows for the entry and exit of network members (network stability). This study of not-for-profit innovation networks suggests the role of a network orchestrator is to help ensure that intellectual property becomes a public resource that enhances the productivity of the domestic economy. The authors observed how network stability was achieved by the HVMC's seven centres employing a loosely-coupled hybrid network configuration. This configuration however ensured that new technology development teams, comprised of suppliers, customers and competitors, remained tightly-coupled to enable co-development of innovative technologies. Matching internal technical and sectoral expertise with complementary experience from network members allowed knowledge to flow across organisational boundaries and throughout the network. Matrix organisational structures and distributed decision-making authority created opportunities for knowledge integration to occur. Actively moving individuals and teams between centres also helped to diffuse knowledge to network members, while regular meetings between senior management ensured network coordination and removed resource redundancies.

The study contributes to knowledge-based theory by moving beyond existing understanding of knowledge integration in firms, and identified how knowledge is exchanged and aggregated within not-for-profit innovation networks. The findings contribute to network orchestration theory by challenging the notion that network orchestrators should enact and enforce appropriability regimes (patents, licences, copyrights) to allow members to profit from innovations. Instead, the authors find that not-for-profit innovation networks can overcome the frictions that appropriability regimes often create when exchanging knowledge during new technology development. This is achieved by pre-defining the terms of network membership/partnership and setting out clear pathways for innovation scaling, which embodies newly generated intellectual property as a public resource. The findings inform a framework that is useful for policy makers, academics and managers interested in using not-for-profit networks to transition new technologies across the Valley of Death.