Search

The separate vertical product segments of the electronics industry are converging into a Net World Order of multifunctional product categories. We lay out a stylized value chain for analyzing firm performance in the various horizontal segments of the Net World Order. We measure firm performance with ROI data for the 1990s, and find that high-performing companies can emerge in any segment. We then turn our attention to the future and sketch the key elements of value creation and capture in the emerging Net World Order marketplace. Alliances and customer relationships are increasingly important, while standards ownership and vertical integration are less important than in the PC era.

This article examines how Siemens's molecular imaging group incorporated design thinking principles into R&D to regain market leadership. Marked departures from its past practice included a "universe of possibilities" for lifetime customer value; multi-iteration "leapfrog concepting" ahead of prototyping; and adherence to an "innovation metric" that enabled simultaneous consideration of customer value and business cost. These elements gave rise to a dynamic capability, "creative forbearance," which supported the innovation team's unbridled creativity while building in patience for introducing new features to its product platform. This case illustrates how design thinking can be integrated in settings replete with technological and customer complexity. [ABSTRACT FROM AUTHOR]

We propose and test a novel approach to the dilemma that the very network-bridging structure most likely to provide access to novel knowledge may be ill-suited for the cooperation needed to successfully transfer that knowledge. We theorize that the relational dimension of social capital (e.g., tie strength) can act as a substitute for the structural benefits of network closure, and so a network-bridging tie yields more value when it is also strong. We further investigate if it is emotional closeness, interaction frequency, or trust that underlies this “relational enhancement” effect. The results from analyzing a bounded network in a large consulting firm and egocentric networks in the engineering division of a large manufacturer provide support for the relational-enhancement effect of tie strength and further identify trust as the key mechanism allowing network actors to unlock the value embedded in their network-bridging ties. [ABSTRACT FROM AUTHOR]

'Openness' has become an organizational leitmotif of our time, spreading across a growing set of organizational domains. However, discussions within these specialized domains (e.g. open data, open government or open innovation) treat openness in isolation and specific to the particularities of those domains. The intention of this Special Issue therefore is to foster cross-domain conversations to exchange insights and build cumulative knowledge on openness. To do so, this Introduction to the Special Issue argues that openness should be investigated as a general organizing principle, which we refer to as Open Organizing. Across domains, we define Open Organizing as a dynamic organizing principle along the primary dimension of transparency/opacity and the secondary dimensions of inclusion/exclusion and distributed/concentrated decision rights. As such, Open Organizing raises an overarching problem of design, which results from more specific epistemic, normative and political challenges. [ABSTRACT FROM AUTHOR]

The aim of this paper is to gain an understanding of the partner selection process for open innovation. The inability to choose partners can lead to problems such as opportunistic behavior, the failure of open innovation, and a reluctance to collaborate. Therefore, partner selection is crucial in open innovation. Attention is directed to the determining factors that must be considered in the selection of a partner. The contents of the paper are mainly based on in-depth interviews with experts and practitioners who represent both organizations and individuals as actors in open innovation activities. The results show that complementarity, compatibility, and trust are important considerations in selecting the right partner. The implication of this research is that a managerial approach is needed that supports the company's ability to find and evaluate external sources of knowledge to support innovation. The originality of this article is to provide an understanding that the existence of an organization in a network helps organizations access external knowledge resources. Involving external parties in the company's innovation process accelerates innovation. In this case, getting the right partner is very important. [ABSTRACT FROM AUTHOR]

As innovation is inherently risky and uncertain, it is common for firms to suspend or abandon new product/service development projects that cannot achieve pre‐defined objectives. Multiple cases exist where firms have attempted to resume the development of an innovative product or service after previously suspending or abandoning it prior to completion. Research on this important innovation recycling activity is surprisingly scarce, despite its critical role in mitigating risk in the context of high environmental uncertainty. We draw our inferences from Sub‐Saharan Africa (SSA), where innovation resources are relatively limited and environmental uncertainty and institutional voids prevail, a context that encourages the use of innovation recycling. This study examines how innovation recycling influences a firm's innovation ability and the moderating impact of innovation sourcing modes using a knowledge‐based view of the firm and arguments from transaction cost economics. We retrieved data from the World Bank Enterprise Survey and the Innovation Follow‐up Survey of 1076 firms located in eight SSA countries (Ghana, Malawi, Namibia, South Sudan, Sudan, Tanzania, Uganda, and Zambia) spanning from 2011 to 2014 to test our conceptual model. Our findings show that (1) innovation recycling has a positive influence on a firm's innovation ability and (2) this relationship is moderated by different innovation sourcing modes. These findings enrich the theory and imply that firms operating in developing countries need to develop innovation recycling by focusing on sourcing knowledge within, rather than across, firm boundaries. [ABSTRACT FROM AUTHOR]

Design thinking is based on designers' creative ways of working and is defined as a formal method for creative problem solving aimed at fostering innovation by harnessing "the designer's sensibility and methods." The basic premise is that design "thinking" can be extracted and separated from the situated practice of designing in the studio. This approach has given rise to a widely accepted nomenclature for describing design which has improved communication between designers and managers, leading to massive interest in adoption of design thinking in management settings. However, due to a widespread implicit cognitivism in the literature, scholars find it difficult to explain the cultural and experiential qualities of design thinking and it tends to be presented as a fundamentally cognitive, problem‐solving activity. We argue that these cognitivist tendencies preclude proper attention to and theorization of designers' creative practice. We contend that the absence of a theory of practice prevents a deeper understanding of the contribution of design thinking to innovation, loses sight of the sensibility on which it relies, and hampers realization of the promise of design thinking. We develop an alternative theoretical perspective, grounded in a pragmatist theory of practice and the studio culture from which designers' creative practice developed. This theoretical perspective allows design thinking to be understood as sensemaking, foregrounds imagination and improvisation as its core activities, and explains how sensibility is developed and nurtured. We review the design thinking literature through this pragmatist lens and discuss the implications for theory and practice of conceptualizing design thinking as sensemaking. [ABSTRACT FROM AUTHOR]

The key aim of Open Strategy is to open up the process of strategy development to larger groups within and even outside an organization. Furthermore, Open Strategy aims to include broad groups of stakeholders in the various steps of the strategy process. The question at hand is how can Open Strategy be achieved? What approaches can be used? Scenario planning and business wargaming are approaches perceived as relevant tools in the field of strategy and strategic foresight and in the context of Open Strategy because of their participative nature. The aim of this article is to assess to what degree scenario planning and business wargaming can be used in the context of Open Strategy. While these approaches are suitable, their current application limits the number of potential participants. Further research and experimentation in practice with larger groups and/or online approaches, or a combination of both, are needed to explore the potential of scenario planning and business wargaming as tools for Open Strategy. [ABSTRACT FROM AUTHOR]

The article presents abstracts on research articles previously published in the "Strategic Management Journal," including "The Myth of the Unique Decomposability: Specializing the Herfindahl and Entropy Measures," by William Acar and Kizhekepat Sankaran, "Emergence of Entrepreneurs Following Exogenous Technological Change," by Richard J. Arend, and "Entrepreneurship in Multinational Corporations: The Characteristics of Subsidiary Initiaives," by Julian Birkinshaw.

Copyright of Gestão e Desenvolvimento (18075436) is the property of Universidade Feevale and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Management international / International Management / Gestiòn Internacional is the property of Management International and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Is employee involvement universally either good or bad, a 'best practice' or an exploitative tool-or do its effects depend on context? To shed light on this issue, I ask the following question: Do organizational-cultural factors determine whether employees are stressed by membership in teams? By constructing mixed-effects models from a large mid-1990s survey of U.S. steel employees, I find that team membership is linked to increased stress only when implemented in cultural contexts of conflict and distrust. I conclude that the unintended consequences of institutionalized formal practices depend on organizationally specific cultural conditions. [ABSTRACT FROM AUTHOR]