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The abolition of slavery in the British Empire demanded a complete transformation of the global legal and political order. Focusing on British India, this chapter argues that this restructuring was, in and of itself, a vital racial project that played out on a global stage. Examining these dynamics over the nineteenth century, I trace how this project unfolded from the vantage point of the Bombay Presidency and the western coast of India, tightly integrated into Indian Ocean networks trading goods, ideas, and, of course, peoples. I show how Shidis – African origin groups in South Asia and across the Middle East – were almost the sole subjects of British antislavery interventions in India after abolition. This association was intensified over the nineteenth century as Indian slavery was simultaneously reconfigured to recede from view. This chapter establishes these dynamics empirically by examining a dataset of encounters at borders, ports, and transit hubs, showing how the legal and political regime that emerged after abolition forged novel configurations around “race” and “slavery.” Documenting these “benign” encounters shifts attention to the racializing dimensions of imperial abolition, rather than enslavement. Once “freed,” the administrative and bureaucratic apparatus that monitored and managed Shidis inscribed this identity into the knowledge regime of the colonial state resulting in the long-term racialization of Shidis in South Asia, the effects of which are still present today.

Knowledge-intensive entrepreneurial firms (KIE) strongly rely on scientific and strategic research and development (R&D) capabilities to achieve higher performance levels. Hence, the purpose of this paper is to disentangle the effects of scientific capabilities and strategic R&D on KIE performance; and how the constituent elements of these dimensions can be configured to generate conditions for high performance.

The authors’ empirical setting involves companies that submitted projects to the Innovative Research in Small Businesses (PIPE) program in Brazil. The authors then run partial least square structural equation modeling to verify how scientific and strategic R&D capabilities influence the performance construct. Second, the authors apply fuzzy-set qualitative comparative analysis to identify configurations that are equifinal in terms of generating superior performance.

Findings indicate a strong association between scientific capabilities and KIE performance. The configurational approach outlines the existence of multiple paths to success, but human capital stands as a core condition throughout estimations.

The authors’ assessment has implications for how KIE firms are managed according to their organizational profiles and trajectories. Also, it advances the authors’ comprehension on how entrepreneurship policies can better target these distinct profiles.

The authors’ analysis provides new evidence on the inherent complexity behind the generation of high performance in KIE when addressing their portfolios of knowledge-related capabilities. More than that, the authors were able to identify the existence of heterogeneous profiles that can equally lead to higher levels of performance.

This study aims to investigate how early and late adopters of Quality 4.0 (Q4.0) differ in terms of organizational performance.

The authors employed a grounded theory approach for interviewing 15 senior managers from diverse organizational contexts throughout the globe as part of their qualitative research methodology.

The research's findings were analyzed based on four types of performance: operational, financial, environmental and social. It was clear that early adopters of Q4.0 were sustaining superior performance in quality over time, even though their investment was significantly higher than that of late adopters. From a financial viewpoint, it was evident that early adopters had a competitive edge over their rivals compared to late adopters. Late adopters have utilized the notion of the circular economy (CE) more effectively than many early adopters in the context of environmental performance in order to establish a green economy and sustainable development.

Although the results of the interview indicate that Q4.0 is having some positive effects on social performance, in the authors' view, it is still least understood from an empirical standpoint.

The study's findings assist organizations in comprehending the performance differences between Q4.0 early adopters and late adopters.