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Within intellectual disability care organizations (IDCOs), it is vital that professionals share and apply knowledge to improve the quality of care for their service users. Given that chief executive officers (CEOs) play a pivotal role in enabling these processes, this paper aims to investigate both the underlying motives and strategies behind CEOs’ organizational knowledge leadership and their contribution to improving these knowledge processes.

In this exploratory qualitative study, 11 CEOs from IDCOs in the Netherlands who are actively involved in knowledge management within their organizations were interviewed. An inductive thematic analysis was conducted.

CEOs’ motives for stimulating knowledge processes among professionals in IDCOs arise from the internal (e.g. the CEOs themselves) and external (e.g. policy) contexts. This study also identified four strategies adopted by CEOs to stimulate sharing and application of knowledge: providing organizational conditions for effective knowledge processes; focused attention on talent development; acknowledgment and deployment of knowledge holders; and knowledge-driven participation in collaborative partnerships. These strategies are used in combination and have been shown to reinforce one another.

An overview of strategies for stimulating knowledge processes is now available.

The results display the leadership of CEOs in knowledge strategies. Insights into their perceptions and values are provided while elaborating on their motives to take this role.

Purpose: Evidence of adverse health effects of artificial trans fatty acids (TFAs) have accumulated since 1990s, yet TFAs are widely used by several food manufacturers around the world. This review aimed to: ascertain the available evidence of the known unfavourable biochemical properties of artificial TFAs, their metabolic functions and health consequences; estimate their average intake levels and trends in different countries in order to critically evaluate whether more action is required to eliminate them from the diet. Methodology: The published evidence was searched by employing: Medline, Pubmed, InterScience, BioMed Central and Annual Reviews. Findings: With reference to human health, evidences from epidemiological, retrospective and observational studies revealed that the consumption of TFAs could outweigh the health risks posed by saturated fat consumption. The main health concerns included unfavourably altered blood cholesterol concentrations, insulin resistance, foetal brain and neural disturbances, proinflammatory and carcinogenic responses. Great variation exists in the global trends of industrial TFAs intake, being low in Mediterranean region, Japan and Scandinavia and high in parts of United States of America and Iceland. Besides the intense use of TFAs by food manufacturers and in eateries, the use of TFAs in food products is often poorly regulated and ill‐informed to consumers. Value: Since competitive alternatives to TFAs have made them non‐mandatory a broad public health intervention at government level to regulate or completely eliminate them from the national diet is warranted.

Microfoundational research increasingly strives to examine the interlinkages between various higher- and lower-level structures. To better capture microfounded change processes, I develop the multi-dimensional concept of institutional entrepreneurs’ skills that defines actors’ abilities to enhance institutional change. By a systematic literature review on institutional entrepreneurship, I identify seven institutional entrepreneurs’ skill dimensions: (i) analytical skills, (ii) empathic skills, (iii) framing skills, (iv) translational skills, (v) organizational skills, (vi) tactical skills, and (vii) timing skills. The established concept provides opportunities for future microfoundational research by examining the formation and the application of the seven skill dimensions.

Nowadays companies are constantly changing their retail settings and strategies to keep up with technological developments and consumer needs. Digital transformation enabled one’s shopping experience to be more efficient in terms of money, time, physical effort and other elements that determine the price a consumer has to pay. Channels of communication and distribution have evolved, increased in number and also became integrated. Mobile devices, mobile applications and location services help consumers in their shopping journey. These developments have led us to a new concept called omni-channel management. In theory, the omni-channel refers to a single and unified channel experience with multiple touchpoints, which include physical stores, online stores and direct marketing; mass communication channels (television, radio, print media, C2C, etc.), online channels (social media, search engines, comparison sites, e-mail, display etc.) and mobile channels (SMS, branded apps, etc.). Some examples of omni-channel practices are click-reserve, click-collect, tablets as in-store sales tools, in-store product order through mobile apps, etc.

In this chapter, the latest trends in marketing channels are discussed with enabling digital technologies and relevant success factors. Challenges and opportunities in implementing omni-channel strategies and several omni-channel initiatives from Turkey are reported.

A research was employed to present consumers’ preferences of touchpoints/channels for search, payment and delivery, and to find out the drivers that lead consumers to use more than one channel simultaneously and/or interchangeably in a buying process. The results will guide the readers to understand consumer behaviour in the new omni-channel world.

For at least three decades, inter-organizational collaboration (IOC) has attracted scholarly attention and many studies have unveiled its inner dynamics. More recently, new phenomena have appeared in the changing landscape of IOC, affecting the way in which organizations are open to interact with, and rely upon, other actors that may be standalone entities as well as representatives of other organizations. These actors operate “betwixt and between” the organizational core and its external environment(s), populating a liminal space located at the organization’s boundary in which activities take place according to non-proprietary and non-employment logics. The authors focus on the forms of collaboration, which blur the lines between organizations, calling into question the fundamental label of crowd-focused IOCs. The authors consider two forms: crowd-open and crowd-based organizations. The authors show the organizational design impact of openness spans from the mere scalability associated with organizational growth to the phenomena of reshaping formalization and standardization of roles and processes, and self-organizing over time.

Across many high-stakes contexts, teams influence their members’ physical and psychological Well-Being. For example, teams can provide social support and backup behaviors to reduce demands on team members. On the contrary, teams engaged in conflict or other deleterious processes can serve as a source of stress for their members. Despite these potential impacts, existing research primarily focuses on the impact of teamwork on team-level, rather than individual-level outcomes. This chapter argues that teams play an important role in members’ Well-Being, synthesizing existing research on the topic and focusing on synthesizing research that suggests teams play an important and overlooked role in members’ Well-Being, and providing recommendations for future research in this domain.

Mindfulness-based interventions are on the rise in workplace settings to enhance Well-Being and address work stress. Their popularity is in part due to the fact that they are often assumed to have a net positive impact on both workers’ Well-Being and organizational functioning. However, the majority of workplace mindfulness practice and research focuses on individual-level mindfulness interventions and their associated outcomes, like reduced stress. However, the modern workplace is highly dependent on positive team functioning, and the impact of mindfulness in teams is lesser known. This review differentiates individual mindfulness from team mindfulness and explores how both individual and team mindfulness impact team functioning. The authors review mindfulness and teams’ literature to understand antecedents, correlated mediators, and consequences of mindfulness in team contexts, team processes, and the boundary conditions related to mindfulness outcomes. This review adds to the budding theoretical conversation regarding mindfulness at work and contributes valuable insight into the practical applications of mindfulness in teams.