Purpose The purpose of this paper is to explore innovation strategies that managers of small and medium-size enterprises (SMEs) used to implement innovation in their organizations to meet performance goals. Design/methodology/approach The participants in this multiple case study research comprised randomly selected managers from SMEs operating in Dubai, United Arab Emirates with specialist expertise in successfully implementing innovation in their organizations. Individual interviews were undertaken with participants to gain both an insight and understanding regarding which innovation strategies are best suited to improve performance goal outcomes. A further analysis of workplace internal documents, policies, procedures, SMEs’ websites, review websites and press releases afforded additional insights related to the application of innovative workplace practices which supported productivity improvements in relation to performance goal outcomes. Findings The findings of this study identified that the role of the top management in cultivating an innovative culture, the identification of ideas as the starting point for innovation and the recognition of customers as resources for the company. Practical implications Implementing the findings from this study may support job creation, economy protection in downturns and contribution to economic growth, since thriving SMEs have a positive impact on community development through the generation of the employment. Furthermore, the results of this study can help in creating an increase in improving the productivity of Dubai SMEs in Dubai’s GDP, improvement in investment opportunities; better working conditions for employees and possibilities for expanding the operations of Dubai SMEs globally. Originality/value This study is of value because its findings may contribute to local and global economic growth. Exploring successful innovation implementation strategies in SMEs can result in useful guidelines that SME managers can use to reach the performance goals of their SMEs. Since governmental policies are critical to improving business performance, the Government of Dubai may benefit from this study by addressing key success factors for SMEs through policies and regulations. This study has particular value given the lack of studies that address the issue of innovation implementation in SMEs, especially for SMEs in emerging economies.

The purpose of this multiple case study was to explore strategies that managers of small and medium-sized enterprises (SMEs) use to effectively integrate knowledge management (KM) into business practices. The study population comprised of five managers from two SMEs operating in Uganda. The eligibility criteria were that participants had to be managers from Ugandan SMEs with a knowledge-intensive environment, with some responsibility of KM in the organization, and experienced with at least 1 year of successful KM practices. The conceptual framework for this study was theory z. Data were collected through face-to-face, semi-structured interviews, and reviews of company documents. Member checking was completed to strengthen credibility and trustworthiness. Synthesis: After methodological triangulation of the data sources collected and completion of Yin’s 5-step process of data analysis, five themes emerged: having supportive leadership, ensuring sustainability, embedding KM practices in the organization culture, socialization, and embracing modern technology. The findings of this study might promote social change by supporting small and medium-sized enterprise (SME) managers’ use of KM to expand opportunities for employees to learn new skills and knowledge leading to the expansion of employment opportunities.

Organizational leaders often fail to use the trust building strategies necessary for the successful implementation of virtual project teams (VPTs). Grounded in Meyerson et al.’s swift trust theory, the purpose of this qualitative single case study was to explore strategies project team leaders (PTLs) and project management office leaders in charitable nonprofit organizations leverage to effectively develop trust in VPTs. The participants were six PTLs and project management office leaders from a charitable nonprofit organization in the Washington, DC metropolitan area. Data were collected through semi structured interviews and a review of the organizational documentation. Data analysis occurred through a thematic approach. The major themes emerging from the study were trust, leadership, communication, and technology. A key recommendation is for leaders to create an environment conducive to effective communication and the right technology to facilitate the collaboration and work efforts of the team. The implications for positive social change include the potential for nonprofit organizations to effectively utilize VPTs in support of humanitarian and disaster relief projects for the benefit of people and communities around the world.

First-line supervisors in U.S. retail organizations are unable to resolve nearly 34% of typical daily customer problems for their organizations. The purpose of this single-case study was to explore the strategies retail supermarket managers have used to improve first-line supervisor problem solving abilities within a retail supermarket company in Winston-Salem, North Carolina. Data were collected from semistructured interviews with four retail store manager participants with a successful record of improving first-line supervisor problem solving abilities. Based on inductive data analysis and methodological triangulation of the data collected, four themes emerged after the data analysis: (a) the importance of communicating expectations with first-line supervisors, (b) coaching first-line supervisors on performance, (c) first-line supervisor learning and development, and (d) measuring first-line supervisor performance. Findings from this study warrant additional empirical exploration of strategies for improving first-line supervisor problem solving abilities.

Health care spending accounts for 17.7% of the gross domestic product in the United States, and it is expected to continue rising at an annual rate of 5.3%. Despite high costs, health care quality lags behind other high-income countries; yet, over 70% of change initiatives fail. The purpose of this multiple case study was to explore strategies primary care leaders use for implementing quality improvement initiatives to improve patient outcomes and reduce waste in primary care facilities. The target population consisted of 3 health care leaders of 3 primary care facilities in southern California who successfully implemented quality improvement initiatives. The conceptual framework for this study was Kotter’s 8-step of change management. Data were collected through face-to-face semi-structured interviews with senior health care leaders, document review, and quality reports. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Four themes emerged from this study: communication, leadership support, inclusive decision-making, and employee recognition.