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The article presents a framework for exploring the drivers, structure, and dynamics of open data initiatives in the city context. Drawing on a case study of the city of Barcelona complemented with other cases, it develops a stepwise framework that can serve as a practical guide for both urban and private leaders to implement open data strategies. Following this model can enable managers to minimize risk and effectively harness the power of open data.

Pressures on infrastructure-due to growing urban populations, the ubiquity of new technologies, and collaborative business models-are fostering a new form of entrepreneurship focused on addressing quality of life in cities. Urban entrepreneurs are challenging the logic of formal market structures, forcing us to reframe our thinking around the interactions between place, individuals, institutions, and the resulting innovative outcomes. Urban entrepreneurs-operating at the neighborhood, city, and global levels-are developing alternative forms of private-public-people partnerships and unique business strategies.

Initiatives to redesign cities so that they are smarter and more sustainable are increasing worldwide. A smart city can be understood as a community in which citizens, business firms, knowledge institutions, and municipal agencies collaborate with one another to achieve systems integration and efficiency, citizen engagement, and a continually improving quality of life. This article presents an organizational framework for such collaboration and employs it to analyze Smart Aarhus, the smart-city initiative of Aarhus, Denmark. Based on the experiences of Smart Aarhus to date, it offers a set of lessons that can benefit the designers, leaders, and policymakers of other smart-city initiatives.

Governing a city is arguably one of the most complex management tasks facing organizational leaders. Based on an analysis of Vienna, London, and Chicago, this article demonstrates that city leaders treat cities as ecosystems, structured and governed either as "extended enterprises" where inputs from specialized organizations are coordinated and integrated into the final service or as "platform markets" where direct interactions between third-party service providers and citizens are facilitated by the city leaders. If cities are viewed as the "ecosystem of ecosystems," then successful city governance requires an orchestration approach where leaders choose the appropriate structure and manage the ecosystem dynamically in a constantly changing environment.

The Smart Cities movement has produced a large number of projects and experiments around the world. To understand the primary ones, as well as their underlying tensions and the insights emerging from them, the editors of this special issue of the California Management Review enlisted a panel of experts, academics and practitioners from different nationalities, backgrounds, experiences, and perspectives. The panel focused its discussion on three main areas: new governance models for Smart Cities, how to spur growth and renewal, and the sharing economy both commons and market based.

Twitter Inc. (Twitter), based in California, was a social media platform whose growth had stalled over the past few years. Once a promising tool for individuals looking to broadcast short messages to a network, Twitter had been eclipsed by other platforms such as Facebook, Snapchat, and LinkedIn. Unlike other social media platforms, Twitter limited its users' messages to 140 characters. This format served Twitter well in its early days, but users had turned to other more flexible platforms. In October 2016, Twitter's chief marketing officer faced two main challenges: how to advertise an already popular social media platform to non-users and how to encourage current users to stay with the platform.

Linear regression is a common tool used in statistics and is considered the foundation for most predictive analytics. It creates a line of best fit in a data set and uses that line to explain the relationship between two quantities, which helps forecast future values. This note provides a high-level, non-technical overview of linear regression.

In 2006, the regional director for Texas' Environmental Defense Fund (EDF) was on his way to a hearing about permits for new coal plants proposed by Texas electricity provider TXU when he received a call from private equity firm Texas Pacific Group, concerning TXU's plans to build 11 new coal-fired power plants. How could he negotiate with the private equity firm as it pursued the largest recorded leveraged buyout deal? The private equity firm was opposed to acquiring a firm embroiled in a pitched battle with environmentalists, and claimed to be willing to make substantial concessions. However, as an environmental non-government organization, EDF would face significant risks if it elected to work with TXU and private equity firms to facilitate this deal. Should EDF support the buyout, and what concessions should it ask for in return?

CompuSoluciones was a value-added distributor of information technology hardware, software, and services based in Guadalajara, Mexico. In 2016, the firm's chief executive officer was aware that the company faced the threat of disintermediation as some of its vendors looked to sell directly to end-users. The industry in which CompuSoluciones competed was known for its rapid technological changes, which affected the design, supply, and price of products, and even the structure of the industry. As an intermediary in the business, CompuSoluciones was threatened by disintermediation, which was enabled by two new technologies: cloud computing and software as a service. If software vendors could interact directly with end-users, they would not need to pay intermediaries (resellers or wholesalers such as CompuSoluciones) to distribute their products. CompuSoluciones's chief executive officer needed to consider what the company could do in the next few months to prevent or slow the process of disintermediation or to participate in the industry in a different way. The decision would have significant implications for the firm's business model.

Strength Pharma was an Indian health care company that focused on developing, manufacturing, and marketing products that catered to the sports nutrition market in India. The senior director of marketing was responsible in March 2016 for managing the upcoming launch of the company's newest whey protein supplement, Muscle-RDX. This new product would be the first protein supplement for high-endurance athletes ever to be approved by the Food Safety and Standard Authority of India, and its chances for success in the Indian market looked quite promising. With the upcoming new-product launch just a few months away, the marketing director needed to develop a product-positioning strategy and a marketing communication plan for Muscle-RDX. To find the best plan, he had several questions to answer: Who would be the ideal target customer? How should the key stakeholders be reached? What was an appropriate message for each of the fitness coaches and athletes? What role would the mobile application play in the marketing communication roll out?

This note describes virtual reality and augmented reality technologies, and describes the main consumer products on offer in 2016 and their manufacturers. It also surveys existing applications of virtual and augment reality technologies.

Atlassian: Sales examines the company's unique, no-touch sales model for enterprise products that help teams track projects, collaborate, and build products. The case explores how the company developed and sold its first product, JIRA, and how early lessons helped shape the company's no-touch sales model for all subsequent products. It then discusses the organizational effects of a low-price, volume-based model, and how the advocacy team and channel partners serve as keys to success for the approach.

CompuSoluciones, based in Guadalajara, Mexico, was a value-added distributor of information technology hardware, software, and services that grew from its origins as a reseller for Hewlett-Packard to become the second-largest distributor in Mexico. The company was best described as a collection of team-based businesses. It had 18 independent business units-each of which managed its own supply chain and produced its own profit-and-loss statements-and over 415 employees spread out over three offices. It was also governed by multiple consultative and representative boards. The company relied on the advice, insights, and experiences of these key advisory groups to improve the quality of its decision making and inform strategic decisions. At the same time, it had a policy to achieve consensus on major strategic decisions. In January 2017, the chairman of CompuSoluciones was reviewing his company's corporate governance policies and practices. Given the independent nature of the individual business units, he wondered whether a consensus-based model of management was still the best way to lead the firm forward and whether the current corporate governance structure was optimal for managing this particular business.

The case examines the role of IT in CEMEX, a giant Mexican building materials manufacturer in an industry categorized by low margins and high costs. In the early 1990s, CEMEX made significant investments in its IT systems, resulting in a data-based management operation that put it at the forefront of the industry. As the company grew through acquisitions, it integrated IT through "The CEMEX Way," a set of standardized processes, organizations, and systems implemented on a common IT platform. In 2007, when CEMEX acquired Rinker, a major Australian concrete company, aligning Rinker with CEMEX IT systems was critical to quickly streamline operations and realize efficiencies. The CIO of CEMEX had developed a new integration process called Processes & IT (P&IT) that he was considering using for the Rinker integration. However, P&IT required additional resources, including significant upfront fixed costs and investment in new personnel teams at a time when the company was already struggling with the integration of another acquisition. CEMEX could either align Rinker to The CEMEX Way or use the opportunity to invest significantly more in evolving to the new P&IT approach that focused on business process management.

One of the most profitable products for Tanner Pharmaceuticals Inc. (Tanner), a major U.S. pharmaceutical company, was a vaccine with the brand name Zorstat. Tanner was facing increased public scrutiny over the price of Zorstat. The company was being accused of "being greedy and raising prices in ways that victimized vulnerable people." In two days Jack Stevens, the lead independent board member for Tanner, would attend the annual meeting of independent directors. The Zorstat pricing controversy was on the agenda. Stevens would have to take and defend a position on Tanner's drug pricing strategy. Inevitably, there would be a heated discussion on Zorstat and whether management was effectively driving shareholder value with drug pricing decisions.

TalentCorp Malaysia runs the "Returning Expert Programme" (REP), a government program designed to encourage Malaysian professionals abroad to return home through use of various incentives. The REP is intended to combat the "brain drain," caused by highly educated professionals moving away to take advantage of better career opportunities by offering returnees benefits such as tax breaks and permanent residency for family members. In 2011, TalentCorp took over administration of the REP, and through adjustments to incentives and application requirements was able to dramatically increase the number of REP applicants and approvals. Now they are considering another set of changes and must demonstrate that their changes will increase "bang for the taxpayer buck," raising the number of applicants while maintaining the same level of quality.

Spreadsheet supplement for case 717408.