Offering a conceptual framework that integrates strategy, product, process and human resource research, this timely book interrogates these four critical and interrelated areas of innovation management. Chapters examine new insights into the latest trends in the field, providing a holistic view into key management strategies that benefit both up-and-coming and established businesses. International contributions from leading scholars analyze cases and research from the USA, Japan, China and Brazil as well as a range of European countries, highlighting the successes and failures of key innovation management systems. The book looks at ways to create a sustainable innovation strategy, and how this can be implemented to achieve competitive advantage in the long run. The suggested integrated framework allows for a sound understanding of influential managerial elements, making this an important read for practitioners hoping to define and renew successfully innovative organisations. Management and entrepreneurship scholars will benefit from the novel insights into innovation strategy explored in the book. Contributors include: V. Auruskeviciene, F. Bernhard, J. Chen, A. Chmieliauskas, S. Conner, G. Gopal, K. Grigorjevaite, A. Klimaviciene, J. Li-Ying, D.P.T. Lopes, T. Onaka, E. Pilkauskaite, S. Senkevic, S. Sereika, S. Simkonis, V. Skudiene, O. Stangej, K. Tadakuma, G. Vezeliene, Y. Wang, R. Wickramasekera

This book includes three essays covering the ownership perceptions individuals experience in family businesses. It advances current knowledge on the organizational factors anteceding individuals' psychological ownership as well as the attitudinal and behavioral consequences. Investigating overly strong psychological ownership, the first essay provides insights into the phenomenon of aging family business owner-managers who face difficulties in 'letting go', i. e. passing on leadership to their successor(s). The second essay offers a study of family business owner-managers' leadership styles and their influence on nonfamily employees' psychological ownership of the family business as well as individuals' motivation and performance. Given the special situation of nonfamily members working in family businesses, the third essay examines the effects of employees' and nonfamily managers' justice perceptions on both the ownership experience and commitment to the family business. The works presented in this book built a basis for several publications, such as articles in the Journal of Family Business Strategy and Group & Organization Management. Furthermore, they have been presented at various international conferences, have been nominated for a "most creative paper" award, and have contributed to the Academy of Management Best Paper Proceedings. The findings not only constitute valuable additions to current research in management and organizational psychology, but can also provide benefit for those interested in family businesses. Managers, owners, and consultants working in or for family businesses would likely gain from the practical implications.