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Corporate innovation efforts frequently suffer from a lack of strategic focus and alignment between innovation teams and senior executives. The identification of a corporate strategic frontier can align both groups on the scope and focus of their innovation efforts, greatly increasing the likelihood of a successful innovation initiative. This paper aims to investigate this issue.

The identification of potential strategic frontiers will emerge from the process of finding the company's strategic intent. The paper aims to carry out this process by first identifying the organization's “passionate core,” which is the defining nature of the company that provides its energy and drives its success.

The paper finds that in a creative process, a team considers what could take place at the intersection of the passionate core and the future changes. What new opportunities are suggested? How can the organization get to the future first? What changes are required?

The paper describes a process to help innovation team define when they are exploring in a strategically appropriate and fruitful area and when they have strayed beyond the pale. This defined area becomes the strategic frontier for the corporation, an area of potential growth that is within the strategic scope that senior executives have identified for the business.

The paper proposes that a company must idetify the most important changes that will likely take place in its future, based on trends in technology, demographics, globalization, and other environmental factors. The most intriguing of these opportunities will define a company's strategic frontiers, which become the focus of the innovation initiatives.

To encourage top management to recognize the need for adding new value to their organizations and commit to the creation of new internal capabilities for growth via the exploration of their company's strategic frontier.

Explains how the CEO can select a team and initiate a project to identify strategy frontier options.

The authors’ experience suggests that the team should first explore all areas of future growth potential in and adjacent to their industry, creating a long list of potential options. Identifying a breadth of strategic frontier options is more important than a depth of information on any one option.

More case studies of strategy frontier projects in action, with quantitative results, would be valuable.

The goal of this frontier team is to identify a portfolio of innovative new business opportunities that exist on the strategic frontier. It will be the responsibility of another, more qualified group with quantitative skills (strategic planners, business development) to develop a detailed business design and determine its profitability and attractiveness to the company.

The article offers top management an innovative how‐to approach to finding truly new growth opportunities.

This report examines strategic innovation efforts of companies in an industry displaying traits of maturity. Strategic innovation efforts intend to create superior customer value and competitive advantage. Realizing the full benefits of these efforts necessitates that companies change their view on existing relationships in the supply chain of the industry under consideration. Based on case study research in nine installation companies in the Dutch electro technical industry, we conclude that a mismatch between intended strategies and the dominant logic of these companies (and their business partners) impedes strategic innovation efforts. We thus identify barriers to strategic innovation. This report suggests strategy options that have the potential to overcome these barriers and relate these options to managerial mindsets and cognitions with respect to competitive strategy, organization and network relationships.

Woman's use of violence has been mainly conceptualised through woman's experiences of victimization. However, more recent perspectives emphasise the female agency, responsibility and meaning of woman's violence. Listening to the voices of victims of women's abuse is a powerful way of learning about woman's use of violence and its impact on the victims. We conducted focus groups with 41 men from four countries who experienced female-perpetrated abuse. Four major types of abuse were identified: psychological abuse and coercive control followed by physical violence and sexual violence. Psychological abuse ranged from verbal assaults and gaslighting to provoking physical altercations and reporting false accusations. Patterns of control included deliberate isolation, threatening false accusations and financial domination. Men reported that women initiated physical violence for various reasons, including jealousy and rage. Some women used different objects that could seriously hurt, including knife, while others slapped, bit, punched or kicked. Several men reported female-perpetrated sexual abuse. Woman's use of violence in the intimate relationship should be treated seriously. A more gender-inclusive approach to partner abuse is required that can focus on a better prevention of abuse for all victims.

This study aims to investigate the experiences of service providers supporting male victims and female perpetrators of intimate partner violence (IPV). The study explored the drivers, methods and treatments of female-perpetrated IPV, the nature and impact of abuse towards male victims, the barriers and facilitators to service provision and the impact on the practitioners themselves.

The study used a qualitative approach, using reflexive thematic analysis to analyse semi-structured interviews with 13 experienced service providers.

Two overarching themes were identified: systemic issues in service provision, including challenges with multi-agency approaches, funding and availability of services and the impact on practitioners; and gender stereotypes, which created barriers to male victims' help-seeking and influenced the treatment of female perpetrators.

The findings suggest the need for a multi-level approach, addressing gendered inequalities in IPV policy and funding, implementing gender-inclusive, evidence-based and trauma-informed practices, and raising public and professional awareness to challenge the dominant “domestic violence stereotype”.

This study provides a detailed, in-depth exploration of the experiences of service providers supporting “non-typical” populations in IPV, revealing the complex, multi-faceted challenges they face within a system that is inherently designed to support female victims of male perpetrators.

Greater parental monitoring is commonly associated with reduced delinquent behavior in adolescents, yet less is known about the extent to which parental monitoring behavior changes after a child is arrested for the first time. The present study examines the extent to which mothers’ monitoring behaviors (i.e., parental monitoring knowledge and effort) change in association with juvenile recidivism after their sons’ first arrest, operationalized through both youth-reported recidivism and official re-arrest records. Mother–son dyads (total N = 634) across three states were interviewed in two waves over 30 months following the youth’s first arrest. Mothers who reported both more monitoring knowledge and effort at Wave 1 had sons who self-reported less recidivism and were less likely to be re-arrested at Wave 2. Repeated sons’ re-arrests were associated with a change in mothers’ monitoring behavior, as both parental knowledge and parental effort significantly increased from Wave 1 to Wave 2 when youth have been re-arrested more than once, relative to youth who had never been re-arrested. No change in monitoring behaviors were observed in association with youth-reported recidivism, and mothers who stated an intention to change their monitoring habits at Wave 1 did not necessarily do so by Wave 2. The findings point to the ability of parents to modulate their monitoring behavior to respond to chronic juvenile offending. This provide an opportunity for practitioners to work with parents to improve their monitoring skills, to ensure rehabilitative gains that result from justice system intervention are maintained in the home via parental monitoring.