Kevin C. Desouza

Artificial intelligence (AI) is one of the most disruptive technologies of our time. Interest in the use of AI for urban innovation continues to grow. Particularly, the rise of smart cities—urban locations that are enabled by community, technology, and policy to deliver productivity, innovation, livability, wellbeing, sustainability, accessibility, good governance, and good planning—has increased the demand for AI-enabled innovations. There is, nevertheless, no scholarly work that provides a comprehensive review on the topic. This paper generates insights into how AI can contribute to the development of smarter cities. A systematic review of the literature is selected as the methodologic approach. Results are categorized under the main smart city development dimensions, i.e., economy, society, environment, and governance. The findings of the systematic review containing 93 articles disclose that: (a) AI in the context of smart cities is an emerging field of research and practice. (b) The central focus of the literature is on AI technologies, algorithms, and their current and prospective applications. (c) AI applications in the context of smart cities mainly concentrate on business efficiency, data analytics, education, energy, environmental sustainability, health, land use, security, transport, and urban management areas. (d) There is limited scholarly research investigating the risks of wider AI utilization. (e) Upcoming disruptions of AI in cities and societies have not been adequately examined. Current and potential contributions of AI to the development of smarter cities are outlined in this paper to inform scholars of prospective areas for further research.

Purpose Managing knowledge is a critical capability for small to medium‐sized enterprises (SMEs) to master because it helps them leverage their most critical resource. Organizational knowledge is the most salient resource at the disposal of SMEs in terms of availability, access, and depth. Successful SMEs are those who can leverage their knowledge in an effective and efficient manner, so as to make up for deficiencies in traditional resources, like land, labor, and capital. The purpose of this article to to discuss five peculiarities about knowledge management practices at SMEs. Design/methodology/approach The article draws findings from a nine‐month investigation of knowledge management practices at 25 SMEs. Findings The research discovered that SMEs do not manage knowledge the same way as larger organizations. Viewing SME knowledge management practices as scaled down versions of the practices found in larger organizations is incorrect. SMEs have understandable resource constraints, and hence have to be creative in working around these limitations in order to manage knowledge. Originality/value The paper sheds some light on peculiarities in SME knowledge management practices, which will hopefully entice scholars and practitioners to follow‐up with more detailed research undertakings.

As part of the Open Government Initiative, the Barack Obama administration has called for new forms of collaboration with stakeholders to increase the innovativeness of public service delivery. Federal managers are employing a new policy instrument called Challenge.gov to implement open innovation concepts invented in the private sector to crowdsource solutions from previously untapped problem solvers and to leverage collective intelligence to tackle complex social and technical public management problems. The authors highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration, the administrator of the Challenge.gov platform. Specifically, this Administrative Profile features the work of Tammi Marcoullier, program manager for Challenge.gov , and Karen Trebon, deputy program manager, and their role as change agents who mediate collaborative practices between policy makers and public agencies as they navigate the political and legal environments of their local agencies. The profile provides insights into the implementation process of crowdsourcing solutions for public management problems, as well as lessons learned for designing open innovation processes in the public sector .