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Abstract
All kinds of organizations have tapped into crowds to find individuals who can help them solve problems and develop innovations. Crowdsourcing makes it possible to attract a highly diverse audience that approaches innovation challenges from new angles. To develop groundbreaking innovations, companies are after exceptional ideas – and those are more likely to be found in large crowds rather than small internal groups. Furthermore, participants in crowd projects select the challenges they are really interested in themselves, due to which their motivation and engagement levels tend to be high. In collaborative crowdsourcing projects, new and better ideas can emerge when crowds share information freely, build on other ideas and are able to accumulate and recombine different concepts.
Despite these advantages there are risks: costs and effort might be underestimated, or organizations might fail to control their crowds. And the crowd can sometimes also be wrong. Managers need to carefully analyze which solutions they seek and whether their problems can be solved through crowdsourcing. Not all innovation needs are suitable for open innovation, but crowdsourcing can have remarkable success if applied wisely to the right challenges.

Strategie und Leadership sind zentrale Faktoren für den nachhaltigen Unternehmenserfolg. In diesem Sammelband, der Hans H. Hinterhuber gewidmet ist, beleuchten die Autoren unterschiedliche Facetten dieser Themen. Der Bogen der Beiträge spannt sich von Überlegungen zur unternehmerischen Portfoliogestaltung und Diversifizierung, strategischem Controlling und Ansätzen der Open Strategy über Herausforderungen an Führungskräfte im Wissenszeitalter, der Rolle von Vertrauen, differenzierte Führungsstrategien bis zur Strategie zur Steigerung der Innovationsfähigkeit von Unternehmen.

Purpose– The purpose of this paper is to investigate whether transformational leadership behavior is a function of the leader's own self-respect and his/her evaluation of being capable, significant, and worthy (self-esteem). It is also tested whether transformational leadership is related to innovation success.Design/methodology/approach– Data were collected from 411 entrepreneurs and managing directors of small- and medium-sized Austrian companies. The proposed hypotheses were tested using structural equation modeling (PLS).Findings– A strong and significant relationship between self-esteem and transformational leadership was found. Furthermore, data analyses revealed that transformational leadership has a positive impact on innovation success.Originality/value– This study reveals the important but heretofore neglected role of self-esteem, defined as a manager's overall self-evaluation of his/her competences, as an important predictor of transformational leadership.

AbstractMarketing programs that evoke high satisfaction and marketing success in one culture often fail in others, but the understanding of those cultural differences is insufficient. The question of how culture is linked to consumer satisfaction is still not answered satisfactorily. One promising paradigm for exploring such questions comes from progress in cross‐cultural personality psychology. Thus, we examine the influence of individual‐level cultural orientations on personality, and the role of personality and affect in satisfaction formation across cultures. Based on experimental data, we show that a high individualism orientation triggers higher levels of extraversion; a high uncertainty‐avoidance orientation triggers higher levels of neuroticism. Based on field data from Japan, Spain, and the United States, we identify equivalent relationships amongst personality‐related antecedent processes shaping satisfaction indicating universality across these cultures. The findings demonstrate the usefulness of cross‐cultural personality psychology theory and methods for understanding and predicting consumer responses to marketing actions across cultures.

Customer satisfaction is one of the most important success drivers. Managers need to understand how satisfaction is formed, which factors to focus on, and how to increase the performance. The Kano model offers useful guidance for managers to increase customer satisfaction. It assumes that there are three different factors, which influence overall satisfaction, and that the weight of these factors changes over time. This study adds to limited empirical evidence on temporal changes of nonlinear relationships between attribute performance and customer satisfaction. The data comprise two waves of a large-scale sample of more than 40,000 skiers in 55 Alpine ski resorts in 2012 and 2016. Applying nonlinear structural equation modeling, Ski Core and Value-for-Money were identified as basic factors (dissatisfiers) and Ski Peripherals as a performance factor. Change in skiers' satisfaction levels operates at a slow pace and, besides general industry trends, time-related segmentation criteria like loyalty and skier skills play a salient role. Especially, the attribute Value-for-Money is prone to temporal changes.
AcknowledgmentsWe thank Michael Partel from Mountain-Management C. Est for granting access to the data.

Venture success has been related to numerous characteristics of entrepreneurs including their enduring personality traits. Separately, recent scholarship has elucidated trait "Grit" comprising two dimensions, "Consistency of Interests" (or "Passion") and "Perseverance of Effort", and validated Grit as a predictor of success in areas such as education, military training, and income. We report a study with a sample of Austrian entrepreneurs relating Grit as well as firm-level Innovativeness to entrepreneurial success. We show that both Grit and Innovativeness predict success; Grit affects success directly and in effects that are mediated by Innovativeness.

Disruption ist "kreative Zerstörung". Altes wird zerstört, Neues – Besseres oder Anderes – entsteht.Die digitale Transformation verändert Märkte und Unternehmen radikal und umfassend. Viele dieser Veränderungen sind disruptiv und zerstören Bestehendes und Funktionierendes.Aber es entsteht auch Neues. Noch nie war es so einfach, eine große Idee zu entwickeln, ein Unternehmen zu gründen und gleich die ganze Welt als potenziellen Markt zu erobern. Noch nie waren aber auch die Gefahren so groß, von neuen, disruptiven Geschäftsmodellen und Konkurrenten vom Markt gedrängt zu werden.Dieses Buch widmet sich der digitalen Transformation. Es zeigt Muster auf und gibt Antworten auf die folgenden Fragen:- Welche Entwicklungen zeichnen sich ab?- Welche Risiken, aber auch welche Chancen ergeben sich daraus für Unternehmen?- Wie verändert Digitalisierung die Geschäftslogik eines Unternehmens?- Wie können Unternehmen die digitalen Transformation meistern?