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21 – 30 of over 14000Zelong Wei and Lulu Sun
The aim of this study was to examine how manufacturing digitalization can be leveraged to promote green innovation in the digital era by investigating the effects of manufacturing…
Abstract
Purpose
The aim of this study was to examine how manufacturing digitalization can be leveraged to promote green innovation in the digital era by investigating the effects of manufacturing digitalization on green process innovation, and thus firm performance. The authors also explored how the role of manufacturing digitalization varies with horizontal information sharing, vertical bottom-up learning and technological modularization.
Design/methodology/approach
Five hypotheses were examined by performing regression analyses on survey data from 334 manufacturing firms in China.
Findings
Manufacturing digitalization positively affects green process innovation, and thus firm performance. Furthermore, this positive effect is strengthened by horizontal information sharing and technological modularization and weakened by vertical bottom-up learning.
Originality/value
This study extends the literature rooted in the natural-resource-based view by identifying the crucial role of green process innovation and investigating the value of manufacturing digitalization for developing green capabilities in the digital era. It also contributes to this line of research by revealing contingent factors to leverage manufacturing digitalization from the information processing perspective. Furthermore, this study extends information processing theory to the digital context and identifies the interaction of organizational design (vertical bottom-up learning and horizontal information sharing) and digital investment (manufacturing digitalization).
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Horst Brezinski and Michael Fritsch
Looks at problems and experiences of the so‐called “bottom‐up” transformation of the post‐socialist countries of Eastern Europe. Bottom‐ up transformation stands for the change of…
Abstract
Looks at problems and experiences of the so‐called “bottom‐up” transformation of the post‐socialist countries of Eastern Europe. Bottom‐ up transformation stands for the change of economic structures by means of new enterprises and already existing private firms. Discusses the experiences with the performance of small and new firms in the countries of the West, the potential role of small firms in post‐socialist countries as well as the prerequisites and impediments to the establishment of an economically strong small‐firm sector. Based on information on the development of the small‐firm sector in post‐socialist countries during the past years, analyses the relationship between private‐sector share and economic performance. Draws conclusions concerning implications for the future economic policy, the main conclusion being that bottom‐up transformation may be the only viable way for post‐socialist countries of Eastern Europe to transform but this way requires thorough support by government policy.
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Jorgen Larsen, Kasper Stoy, David Brandt, Sten Grimmer and Martin Groß
Using a bottom‐up, model‐free approach when building robots is often seen as a less scientific way, compared to a top‐down model‐based approach, because the results are not easily…
Abstract
Purpose
Using a bottom‐up, model‐free approach when building robots is often seen as a less scientific way, compared to a top‐down model‐based approach, because the results are not easily generalizable to other systems. The authors, however, hypothesize that this problem may be addressed by using solid experimental methods. The purpose of this paper is to show how well‐known experimental methods from bio‐mechanics are used to measure and locate weaknesses in a bottom‐up, model‐free implementation of a quadruped walker and come up with a better solution.
Design/methodology/approach
To study the bottom‐up, mode‐free approach, the authors used the robotic construction kit, LocoKit. This construction kit allows researchers to construct legged robots, without having a mathematical model beforehand. The authors used no specific mathematical model to design the robot, but instead used intuition and took inspiration from biology. The results were afterwards compared with results gained from biology, to see if the robot has some of the key elements the authors were looking for.
Findings
With the use of LocoKit as the experimental platform, combined with known experimental measurement methods from biology, the authors have shown how a bottom‐up, model‐free design approach can be used to gain specific knowledge on a robotic platform, and also how knowledge can potentially be generalized from this approach.
Originality/value
This paper shows that even though a bottom‐up, model‐free approach was taken, the results can still be compared with results from, for example, biology, because solid experimental methods were used.
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J. Gaylord May and Joanne M. Sulek
This chapter will present a goal programming model which simultaneously generates forecasts for the aggregate level and for lower echelons in a multilevel forecasting context…
Abstract
This chapter will present a goal programming model which simultaneously generates forecasts for the aggregate level and for lower echelons in a multilevel forecasting context. Data from an actual service firm will be used to illustrate and test the proposed model against a standard forecast technique based on the bottom-up/top-down approach.
Maria Caprile, Mina Bettachy, Daša Duhaček, Milica Mirazić, Rachel Palmén and Angelina Kussy
Universities are large, complex and highly hierarchical organisations with deeply engrained gendered values, norms and practices. This chapter reflects on the experiences of two…
Abstract
Universities are large, complex and highly hierarchical organisations with deeply engrained gendered values, norms and practices. This chapter reflects on the experiences of two universities in initiating structural change towards gender equality as supported by the TARGET project. A common aspect thereby is the lack of a national policy in higher education and research providing specific support for implementing gender equality policies. The process of audit, design, implementation, monitoring and evaluation of the first gender equality plan (GEP) in each of these universities was conceived as a first step in a long journey, providing a framework for engaging different institutional actors and fostering reflexive, evidence-based policy making. The analysis deals with reflexivity and resistance and seeks to draw lessons from bottom-up and top-down experiences of GEP implementation. It is the result of shared reflection between the GEP ‘implementers’ in the two universities and the team who provided support and acted as ‘critical friends’.
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Entrepreneurial ecosystems have quickly become one of the most popular topics in entrepreneurship research. Ecosystems are the characteristics and factors of a place that support…
Abstract
Entrepreneurial ecosystems have quickly become one of the most popular topics in entrepreneurship research. Ecosystems are the characteristics and factors of a place that support high-growth entrepreneurship. This provides the ability for the field to provide important policy insights about how to aid the development of high growth, innovative ventures, as well as generate new insights into the relationship between the entrepreneurship phenomenon and the contexts it takes place within. However, work in the field remains undertheorized, with a little understanding of how the entrepreneur benefits from being in a strong ecosystem. This chapter argues that it is helpful to return to Ed Malecki’s work in a previous volume of this series, which explored the importance of networks. His work has contributed to a very broad stream of work on entrepreneurial environment. Using this as a starting point, this chapter distinguishes between “top-down” approaches to study ecosystems, which focus on the actors and factors that make up an ecosystem, and a “bottom-up” approach, which instead examines the ways in which entrepreneurs use their ecosystem to get the resources, knowledge, and support they need. The chapter concludes by suggesting how a research agenda for a bottom-up study of ecosystems can be informed by Malecki’s work.
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Valérie Mérindol and David W. Versailles
Innovation management in the healthcare sector has undergone significant evolutions over the last decades. These evolutions have been investigated from a variety of perspectives…
Abstract
Purpose
Innovation management in the healthcare sector has undergone significant evolutions over the last decades. These evolutions have been investigated from a variety of perspectives: clusters, ecosystems of innovation, digital ecosystems and regional ecosystems, but the dynamics of networks have seldom been analyzed under the lenses of entrepreneurial ecosystems (EEs). As identified by Cao and Shi (2020), the literature is silent about the organization of resource allocation systems for network orchestration in EEs. This article investigates these elements in the healthcare sector. It discusses the strategic role played by entrepreneurial support organizations (ESOs) in resource allocation and elaborates on the distinction between sponsored and nonsponsored ESOs in EEs. ESOs are active in network orchestration. The literature explains that ESOs lift organizational, institutional and cultural barriers, and support entrepreneurs' access to cognitive and technological resources. However, allocation models are not yet discussed. Therefore, our research questions are as follows: What is the resource allocation model in healthcare-related EEs? What is the role played by sponsored and nonsponsored ESOs as regards resource allocation to support the emergence and development of EEs in the healthcare sector?
Design/methodology/approach
The article offers an explanatory, exploratory, and theory-building investigation. The research design offers an abductive research protocol and multi-level analysis of seven (sponsored and nonsponsored) ESOs active in French healthcare ecosystems. Field research elaborates on semi-structured interviews collected between 2016 and 2022.
Findings
This article shows explicit complementarities between top-down and bottom-up resource allocation approaches supported by ESOs in the healthcare sector. Despite explicit originalities in each approach, no network orchestration model prevails. Multi-polar coordination is the rule. Entrepreneurs' access to critical technological and cognitive resources is based on resource allocation modalities that differ for sponsored versus nonsponsored ESOs. Emerging from field research, this research also shows that sponsored and nonsponsored ESOs manage their roles in different ways because they confront original issues about organizational legitimacy.
Originality/value
Beyond the results listed above, the main originalities of the paper relate to the instantiation of multi-level analysis operated during field research and to the confrontation between sponsored versus nonsponsored ESOs in the domain of healthcare-related innovation management. This research shows that ESOs have practical relevance because they build original routes for resource allocation and network orchestration in EEs. Each ESO category (sponsored versus nonsponsored) provides original support for resource allocation. The ESO's legitimacy is inferred either from the sponsor or the services delivered to end-users. This research leads to propositions for future research and recommendations for practitioners: ESO managers, entrepreneurs, and policymakers.
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Martina Fors and Alfredo Moreno
The compatibility between the implementation of information and communication technologies (ICTs) strategies and the bottom‐up approach in the developmental process is assessed…
Abstract
The compatibility between the implementation of information and communication technologies (ICTs) strategies and the bottom‐up approach in the developmental process is assessed. In order to put the theoretical arguments into practice, the existing benefits and obstacles of implementing such strategies in reality are presented. Deriving from the analysis of the bottom‐up approach is the identification of three key areas: basic needs, empowerment, and rural‐based development. These are later discussed in the context of ICTs strategies. The theoretical discussion is exemplified in short explanatory cases.
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The purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and…
Abstract
Purpose
The purpose of this paper is to develop a theoretical and empirical exploration of link between organization intellectual capital and knowledge flows with its incremental and radical innovation performance.
Design/methodology/approach
This paper adopts relevant literature of social capital and organizational learning to examine the impact of intellectual capital and knowledge flows on incremental and radical innovation based on surveying 95 firms. To test the research hypotheses, regression analysis is used.
Findings
Results of the study show that human capital and top-down knowledge flows significantly and positively influence both incremental and radical innovations. Social capital and bottom-up knowledge flows do not have any significant impact on incremental or/and radical innovation. Organizational capital has a positive impact on incremental innovation as expected.
Practical implications
The results offer several practical implications for business managers to harvest its knowledge bases resident in the firm’s different forms appropriately to make innovation successful. Particularly, knowledge resident in human capital and organizational capital is useful for making incremental innovation. Especially, new knowledge, new skills and new perspectives resident in human capital are crucial important for making radical innovation. Both incremental and radical innovations are positively influenced by dynamic managerial capabilities.
Originality/value
This study contributes to literature by providing new evidence linking organization intellectual capital and knowledge flows with its innovation performance. Especially, the missing link between top-down knowledge flows and radical innovation is empirically examined. Value of this study is that social capital and bottom-up knowledge flows are not universally beneficial for enhancing innovation and their impacts on innovation performance are context dependent and more sophisticated than it is recognized in the literature.
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This article considers the nature and role of leadership in three ideal types of public management innovation: politically‐led responses to crises, organizational turnarounds…
Abstract
This article considers the nature and role of leadership in three ideal types of public management innovation: politically‐led responses to crises, organizational turnarounds engineered by newly‐appointed agency heads, and bottom‐up innovations initiated by front‐line public servants and middle managers. Quantitative results from public sector innovation awards indicate that bottom‐up innovation occurs much more frequently than conventional wisdom would indicate. Effective political leadership in a crisis requires decision making that employs a wide search for information, broad consultation, and skeptical examination of a wide range of options. Successful leadership of a turnaround requires an agency head to regain political confidence, reach out to stakeholders and clients, and to convince dispirited staff that change is possible and that their efforts to do better will be supported. Political leaders and agency heads can create a supportive climate for bottom‐up innovation by consulting staff, instituting formal awards and informal recognition for innovators, promoting innovators, protecting innovators from control‐oriented central agencies, and publicly championing bottom‐up innovations that have proven successful and have popular appeal.
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