Search results

1 – 5 of 5
Article
Publication date: 17 July 2020

Amir Bahman Radnejad, Michael F. Ziolkowski and Oleksiy Osiyevskyy

This paper aims to expand the understanding of the design thinking (DT) field and provides evidence that DT as an innovation mindset centered on user/human needs is able to lead…

1508

Abstract

Purpose

This paper aims to expand the understanding of the design thinking (DT) field and provides evidence that DT as an innovation mindset centered on user/human needs is able to lead enterprises to the development of radical product innovation.

Design/methodology/approach

The study is based on an illustrative case analysis of four eras of radical innovations in the watch industry, from the mechanical wristwatches to smartwatches.

Findings

The findings from the watch industry substantiate the developed DT triangle framework for designers, managers and executives, enabling the development of radical product innovation.

Originality/value

The study provides evidence for the claim that human-centered approach (rather than design-driven, meaning-changing approach) in DT can successfully lead to radical product innovations. For this, this paper distinguishes between “need” and “meaning” in the DT field and reemphasize the role of creating empathy with users to be able to identify their newly shaped needs. Fulfilling these newly shaped needs would ultimately result in the development of radically new products.

Details

Journal of Business Strategy, vol. 42 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 11 February 2020

Oleksiy Osiyevskyy, Amir Bahman Radnejad and Hossein MahdaviMazdeh

The article introduces the Entrepreneurial Management System (EMS), which delineates a strategic process within an organizational context that is aimed at encouraging and…

Abstract

Purpose

The article introduces the Entrepreneurial Management System (EMS), which delineates a strategic process within an organizational context that is aimed at encouraging and supporting the pursuit of opportunities that have the potential to create value through innovative strategic actions. It is designed to stimulate entrepreneurial thinking and corporate venturing at all levels.

Design/methodology/approach

The authors offer an approach to organization-wide continuous innovation that incorporates proven concepts from existing research with lessons learned from the authors’ research analysis and consulting experience in helping large and medium companies across different industries and markets to establish effective entrepreneurial management.

Findings

Given the spectre of constant disruption from new technologies or business models, management teams will be judged on how they proactively respond to these challenges by turning them into value-creating opportunities.

Practical implications

Multidisciplinary teams allow employees to become familiar with other domains and see possible solutions, share their problems and ideas and vet their insights with the input of colleagues.

Originality/value

An Entrepreneurial Management System allows a firm to "internalize" the marketplace’s evolutionary processes so that a company can generate, develop and implement ideas that will have value for customers. It should be a clear decision for all of today’s business leaders and investors to have an implementation plan to ensure continuous innovation.

Details

Strategy & Leadership, vol. 48 no. 2
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 16 July 2020

Amir Bahman Radnejad, Oleksiy Osiyevskyy and Harrie Vredenburg

While a radical innovation can be embedded in new products or new processes, most studies to date have concentrated on barriers to radical product innovations, with little…

Abstract

Purpose

While a radical innovation can be embedded in new products or new processes, most studies to date have concentrated on barriers to radical product innovations, with little insights available about the challenges for implementation of radical process innovations.

Design/methodology/approach

We theorize a set of barriers to radical process innovation based on a critical case study of an oil company. Our study employs data from 14 semi-structured interviews, one complete participant-observer in the process and access to all corporate documentation. The organization being studied was eventually unable to bring the new process technology to commercialization despite the technology having both technical feasibility and substantive cost savings potential.

Findings

We identify five groups of challenges that the company faced: (1) challenges in resource mobilization, (2) challenges in piloting strategy, (3) innovation leadership tensions, (4) tensions in managing shareholders' expectations and (5) product-process innovation tension (i.e. a unique situation when a company implementing a radical process innovation and simultaneously pursues the path to commercialize it as a product innovation).

Practical implications

Sustainable development is one of the major challenges in our era. Process innovations are crucial for achieving sustainability without changing the final product. By providing a list of challenges that executives face in the process of commercializing a radical process innovation, we can help them to achieve sustainability more effectively.

Originality/value

The paper responds to the call to increase our understanding of radical process innovations by utilizing a unique ethnographic research methodology of active participant-observation complemented by independent third-party face-to-face interviews.

Details

Journal of Strategy and Management, vol. 13 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

Content available
Article
Publication date: 18 March 2020

Robert M. Randall

339

Abstract

Details

Strategy & Leadership, vol. 48 no. 2
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 18 March 2020

Larry Goodson

321

Abstract

Details

Strategy & Leadership, vol. 48 no. 2
Type: Research Article
ISSN: 1087-8572

1 – 5 of 5