The purpose of this article is to describe the possible futures of French museums up to 2030. To do this we rely on a Delphi study that took place between late 2017 and early 2018 with 99 experts from the field. We propose three scenarios. The first aims to create museums centered around youth and to democratize culture. The second corresponds to the reaction of museums facing a decrease in public funding. The third is a breakdown scenario, where museums undergo evolutions. In this latter scenario, a direct participation of nearby stakeholders is observed, unlike the other two scenarios.

This paper presents how a museum can create, implement and disseminate a series of organizational innovations. We attempt to describe these phenomena in terms of the social structure. We believe that coherence with the social structure is one of the keys to implementing and disseminating organizational innovation. We emphasize the role of relations and transformational leadership. Our case study is the Montreal Museum of Fine Arts. This museum has proposed a rapprochement with the health sector to the point of offering dedicated spaces for people who are suffering from various pathologies. The results show a connection between wellbeing promoted by the museum and health carried out by health professionals.

Health is one of the growing sectors. Expenditure growth on average is about 2.5% a year (OECD, 2015) most notably led by the impact of ageing population. One of the areas with the fastest growth due to the “ageing-boom” is that the senior care. Technology investment is necessary to cope with the surge of patients. Internet of Things is one of those solutions. Too few studies have analyzed the organizational impact of these technologies. We propose a model confounding organizational perspective and anthropology. We seek to understand how the diversity of technological tools can give meaning to their implementation in the organization. Based on experts’ statements and analysing weak signals, we suggest three trends: the Internet of Things strengthens patients’ autonomy; it fights against the negative image of Senior care and ensures continuity between homecare services and institutionalization. The Internet of Things strengthens the bureaucratic aspect of Senior care, which in certain respects sound like highly bureaucratic organization where control becomes dominant. The duty of monitoring, control and transparency is enhanced by disempowering professionals and changing the tasks of Senior care directors whose supervisory task has grown major. The Internet of Things can strengthen an opposite organizational model based on technical and human networks.

Purpose

Research on organizational innovation remains relatively scarce, particularly with respect to social structures and processes. In contrast to product innovation, organizational innovation relies more on informal processes and relationships among members of the organization than on formal processes. The purpose of this paper is to contribute to the understanding of these processes at the micro level.

Design/methodology/approach

Building on a process model of organizational innovation, the authors study the case of a dermatology department of a large hospital in France and conceptualize organizational innovation as the outcome of a social system represented by networks of relationships, professional identities and formal structures.

Findings

The findings suggest that informal networks support the early phase of the invention and development of organizational innovation. However, the later phases depend more on the formal structure. A mismatch between professional identities and formal roles and positions can prevent the institutionalization and legitimation of organizational innovation in the final phases of the innovation process.

Research limitations/implications

The study is limited to one case, a department in a French hospital. The authors call for future research to study different industry/country contexts.

Practical implications

Professional organizations such as hospitals should encourage better interactions between actors of different professional identities to support the development and implementation of organizational innovation. Reducing the perceived hierarchy of different professional identities may also be useful.

The purpose of this special section is to highlight the challenges organizations face with the reality of the intergenerational diversity. These challenges affect critically all the aspects of learning and corporate memory in organizations. Design/methodology/approach: A conceptual approach is adopted to examine the existing literature concerning the intergenerational diversity and its implications on learning and organizational memory for organizations. Findings: An analysis of intergenerational memory is proposed to open a discussion about the managerial and organizational consequences of the integration of diverse generations. With this important change, several questions are addressed about the brain drain risk, knowledge transfer from a generation to another, as well as knowledge creation, knowledge storage and capitalization. Originality/value: A selection of four articles is proposed to illustrate then this broad thematic.

Purpose - The purpose of this paper is to work on the relational innovation. Innovation is a key factor in understanding organizations. Emerged as a growth paradigm, it is a good indicator of their priorities. Considered in a more pragmatic way, it has been noticed that other forms of innovation linked to relationships are developing alongside the most formal technological one. Findings - Highlighted in the 1960s, administrative innovation aimed to account for the stakeholders involved and how, by modifying the relationships, they were able to change the configurations of the organization. Since then, the authors mentioned the concept of organizational innovation which has been extended and modified. The term is still being discussed, but it has already appeared in the continuation of previous research. Originality/value - The authors put forward a related and different form of organizational innovation: a relational innovation. This one seems to be linked to relational patterns of the organization. This theory paper aims to present relational innovation.

This article deals with tourism communication as defined by Frustier and Voisin (2004). This is linked to the staging of territories that more or less successfully make up the image, imagery and imagination (Amirou et al., 2011). In order to allow a process of heritage transfer, it seems necessary to us to take better account of the concept of time. The Association for the Preservation of the Medina of Tunis (ASM) is a recognized player in heritage preservation. This is an emblematic example of how heritage transmission today is carried out. We put forward two themes that contribute to heritage transmission. The first presents the valorization of traditional craft activities. The second contributes to the construction of a "living heritage".