Modern challenges require modern solutions. The recent introduction of gamification in businesses’ organisational processes represents a change of route for managerial and accounting practices. In this context, the challenges addressed by the United Nations Agenda 2030 are still marginal and difficult to achieve for many businesses. Following the experience of an innovative small-medium enterprise named ‘AWorld’, this study aims to explore how gamification can be both a tool of contribution and accountability towards sustainable development goals. Specifically, by tracking the progress and offering rewards, gamification can provide a tangible incentive to motivate sustained engagement and behaviour change. A case study has been developed and insights collected and triangulated through an interview with the corporate president. Findings revealed how incorporating gamification in the small- and medium-sized enterprises context is a valuable way to promote sustainable development goals and foster a sense of communal responsibility towards sustainable behaviours among employees and external individuals.

Indigenous or traditional knowledge (TK) systems are the springboard of authentic African innovation and creativity. However, there has been no adequate attempt to determine whether Africa internalizes its comparative advantage in Indigenous knowledge systems in its continental frameworks for socio-economic and development collaboration and aspirations. Despite TK's presumed significance and Africa's proactive promotion of Indigenous knowledge in international fora, TK is treated marginally in key instruments, perhaps as a legacy of colonially entrenched contempt for Indigenous knowledge systems. For Africa to effectively participate in the science and technology revolution, it is necessary to have an introspective and critical appraisal of the present traction around Indigenous knowledge, which is a logical starting point for effective science, technology and innovation policy-making in furtherance of African socio-economic and development collaboration in the knowledge economy.

This paper explores the emancipatory impulse of Indigenous social innovation and social enterprise. Indigenous approaches to solving social disparities reflect a perpetual search for innovative ways to change the circumstances of Māori. Power is an understudied dimension of social innovation and social enterprise. This paper explores the power dynamics that structure the disadvantage and marginalisation that cause populations to be underserved by markets and that limit their access to resources. We highlight that it is not power per se that enables social change: rather, it is power shifts. Through a single, richly contextualised case study of a well-known Māori social innovator, Dr Lance O’Sullivan, we reveal and illustrate the nuances of Indigenous entrepreneurship in the Far North of Aotearoa New Zealand. The case epitomises the transformative impact a social entrepreneur can have on the provision of healthcare amid market and policy failures.

Firms today thrive on innovation. Knowledge exploration, the nonlocal search for new knowledge beyond the firm’s current expertise, is posited to be critical for innovation. This paper seeks to contribute to the research on knowledge exploration in two ways. First, this paper provides a comprehensive review of key empirical studies on knowledge exploration and innovation. Second, this paper proposes a recombinatory search framework of innovation to reconceptualise extant understanding of knowledge exploration on innovation. This new framework focusses on the evolution of the benefits and costs of knowledge exploration, and puts forward an inverse S-curve proposition between knowledge exploration and innovation. Two company cases, IBM and Procter & Gamble, are then used to illustrate the new proposition.