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1 – 10 of over 36000Robert DeFillippi and Thorsten Roser
An important task for all strategy leaders contemplating the use of co-creation is to determine how well the numerous co-creation project-design choices available to them align…
Abstract
Purpose
An important task for all strategy leaders contemplating the use of co-creation is to determine how well the numerous co-creation project-design choices available to them align with their strategic priorities.
Design/methodology/approach
In order to implement co-creation, firms need to assess how their projects or initiatives support their strategic commitments and priorities. To this end, the authors offer managers a practical, easy-to-use assessment framework.
Findings
Executives should consider their approach to co-creation in terms of crafting and managing a portfolio of initiatives to be categorized and managed differently according to their strategic significance – high, medium or low.
Practical implications
A six-question assessment framework was inductively derived from an extensive literature review (113 articles) focusing on practices associated with co-creation and stakeholder involvement. Though they do not represent an exhaustive list of categories for assessment, they do, however, identify strategically important choices involved in designing co-creation ventures.
Originality/value
The six-question assessment framework is applied to the case of the Xerox-P&G co-innovation partnership, which illustrates how such significant co-creation initiatives might be profiled, and their main design choices analyzed.
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Bettina Büchel, Levi Nieminen, Heidi Armbruster‐Domeyer and Daniel Denison
Team‐based innovation requires a balance of creative and pragmatic processes both within teams and between teams and their organizational stakeholders. However, prior research has…
Abstract
Purpose
Team‐based innovation requires a balance of creative and pragmatic processes both within teams and between teams and their organizational stakeholders. However, prior research has focused primarily on the internal team dynamics that facilitate innovation, paying comparatively little attention to team‐stakeholder dynamics. The purpose of this study is to address this limitation by studying the impact of team‐stakeholder networks and shared cognition on the effectiveness of innovation teams.
Design/methodology/approach
This study investigates the knowledge and trust linkages between 51 new product development (NPD) teams and their organizational stakeholders using a mixed methods design that combines network analysis, surveys, and qualitative interviews. Multiple indicators of team effectiveness were collected at various stages of the innovation process.
Findings
The results show that effective NPD teams establish knowledge ties with many non‐redundant organizational stakeholders and foster a high level of agreement among stakeholders about team innovation factors. Conversely, effective NPD teams also establish highly centralized trust networks that are focused on only a few key stakeholders in the organization.
Research limitations/implications
This study focuses on NPD teams in chemical and pharmaceutical manufacturing. Future studies should seek to replicate the findings using larger samples of teams involving diverse innovation tasks.
Practical implications
These results have implications for the most effective way to build and manage innovation teams, considering both pre‐existing stakeholder linkages and networking strategies for the future.
Originality/value
The results suggest that the optimal characteristics of team‐stakeholder knowledge and trust networks differ and highlight the unique importance of shared understanding about risk‐taking and creativity beyond higher overall levels.
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Natalie Todak, Janne E. Gaub and Michael D. White
The diffusion of innovations paradigm suggests that stakeholders’ acceptance of a police innovation shapes how it spreads and impacts the larger criminal justice system. A lack of…
Abstract
Purpose
The diffusion of innovations paradigm suggests that stakeholders’ acceptance of a police innovation shapes how it spreads and impacts the larger criminal justice system. A lack of support by external stakeholders for police body-worn cameras (BWCs) can short-circuit their intended benefits. The purpose of this paper is to examine the perceptions of BWCs among non-police stakeholders who are impacted by the technology as well as how BWCs influence their daily work processes.
Design/methodology/approach
The authors conducted interviews and focus groups (n=41) in two US cities where the police department implemented BWCs. The interviewees range from courtroom actors (e.g. judges, prosecutors) to those who work with police in the field (e.g. fire and mental health), city leaders, civilian oversight members, and victim advocates.
Findings
External stakeholders are highly supportive of the new technology. Within the diffusion of innovations framework, this support suggests that the adoption of BWCs will continue. However, the authors also found the decision to implement BWCs carries unique consequences for external stakeholders, implying that a comprehensive planning process that takes into account the views of all stakeholders is critical.
Originality/value
Despite the recent diffusion of BWCs in policing, this is the first study to examine the perceptions of external stakeholders. More broadly, few criminologists have applied the diffusion of innovations framework to understand how technologies and other changes emerge and take hold in the criminal justice system. This study sheds light on the spread of BWCs within this framework and offers insights on their continued impact and consequences.
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Nicola M. Pless, Matthew Murphy, Thomas Maak and Atri Sengupta
Today’s pressing global societal challenges are urgent and require substantial solutions and innovations that tackle the roots of a problem. These challenges call for new forms of…
Abstract
Purpose
Today’s pressing global societal challenges are urgent and require substantial solutions and innovations that tackle the roots of a problem. These challenges call for new forms of leadership, stakeholder engagement and innovation. This paper aims to examine whether, why and how business leaders engage in social innovation. The authors argue that leadership perspective and motivation are important drivers for developing substantial social innovations suited to resolving societal challenges at their roots. More specifically, the authors propose that intra-personal factors (degree of care and compassion), an inter-relational perspective of leadership (shareholder versus stakeholder) and the corresponding leadership motivation (personalized versus socialized) may unveil what quality of social innovation (first-order versus second-order solutions) is pursued by a business leader. Implications for future research and practice are provided.
Design/methodology/approach
The authors revisit the concept of social innovation and explore its connection with care and compassion. They suggest a series of propositions pertaining to the relationship between different configurations of leadership and different forms of social innovation.
Findings
Responsible business leaders with an integrative leader trait configuration (stakeholder perspective, socialized motivation, high degree of care and compassion) are more likely to foster substantial second-order social innovations for uprooting societal problems than business leader with an instrumental leader trait configuration (shareholder perspective, personalized motivation, low degree of care and compassion). An organization’s stakeholder culture plays a moderating role in the relation between leadership and social innovation.
Social implications
This paper reveals a path for conceptualizing leadership in social innovation from a stakeholder perspective. Future research should investigate the role of business leaders, their mindsets, styles and relational competencies in co-creation processes of social innovation empirically. If the development of substantial second-order social innovations requires leaders with a stakeholder perspective and socialized approach, then this has implications for leader selection and development.
Originality/value
This paper advocates for new kinds of leaders in facilitating and sustaining social innovations to tackle global societal challenges.
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Smart card-based E-payment systems are receiving increasing attention as the number of implementations is witnessed on the rise globally. Understanding of user adoption behavior…
Abstract
Smart card-based E-payment systems are receiving increasing attention as the number of implementations is witnessed on the rise globally. Understanding of user adoption behavior of E-payment systems that employ smart card technology becomes a research area that is of particular value and interest to both IS researchers and professionals. However, research interest focuses mostly on why a smart card-based E-payment system results in a failure or how the system could have grown into a success. This signals the fact that researchers have not had much opportunity to critically review a smart card-based E-payment system that has gained wide support and overcome the hurdle of critical mass adoption. The Octopus in Hong Kong has provided a rare opportunity for investigating smart card-based E-payment system because of its unprecedented success. This research seeks to thoroughly analyze the Octopus from technology adoption behavior perspectives.
Cultural impacts on adoption behavior are one of the key areas that this research posits to investigate. Since the present research is conducted in Hong Kong where a majority of population is Chinese ethnicity and yet is westernized in a number of aspects, assuming that users in Hong Kong are characterized by eastern or western culture is less useful. Explicit cultural characteristics at individual level are tapped into here instead of applying generalization of cultural beliefs to users to more accurately reflect cultural bias. In this vein, the technology acceptance model (TAM) is adapted, extended, and tested for its applicability cross-culturally in Hong Kong on the Octopus. Four cultural dimensions developed by Hofstede are included in this study, namely uncertainty avoidance, masculinity, individualism, and Confucian Dynamism (long-term orientation), to explore their influence on usage behavior through the mediation of perceived usefulness.
TAM is also integrated with the innovation diffusion theory (IDT) to borrow two constructs in relation to innovative characteristics, namely relative advantage and compatibility, in order to enhance the explanatory power of the proposed research model. Besides, the normative accountability of the research model is strengthened by embracing two social influences, namely subjective norm and image. As the last antecedent to perceived usefulness, prior experience serves to bring in the time variation factor to allow level of prior experience to exert both direct and moderating effects on perceived usefulness.
The resulting research model is analyzed by partial least squares (PLS)-based Structural Equation Modeling (SEM) approach. The research findings reveal that all cultural dimensions demonstrate direct effect on perceived usefulness though the influence of uncertainty avoidance is found marginally significant. Other constructs on innovative characteristics and social influences are validated to be significant as hypothesized. Prior experience does indeed significantly moderate the two influences that perceived usefulness receives from relative advantage and compatibility, respectively. The research model has demonstrated convincing explanatory power and so may be employed for further studies in other contexts. In particular, cultural effects play a key role in contributing to the uniqueness of the model, enabling it to be an effective tool to help critically understand increasingly internationalized IS system development and implementation efforts. This research also suggests several practical implications in view of the findings that could better inform managerial decisions for designing, implementing, or promoting smart card-based E-payment system.
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This paper has chosen a participatory action design (PAD) to approach the construction of KPIs in a novel way. A PAD will assist the researcher to encourage involvement…
Abstract
Purpose
This paper has chosen a participatory action design (PAD) to approach the construction of KPIs in a novel way. A PAD will assist the researcher to encourage involvement, engagement of multiple stakeholders in the KPIs construction process.
Design/methodology/approach
A workshop series based on participatory action design was developed together with the researcher and stakeholders at the innovation department of a large international organization. PAD facilitated interaction between the researcher, stakeholders, and KPIs under construction.
Findings
The findings show that the PAD workshops created interlevel collaboration and group dynamics in constructing the KPI. The knowledge that was shared during the PAD workshops enabled an understanding of the process of constructing a KPI in innovation, where stakeholders design and implement simultaneously. In the end, it was a challenge to construct a KPI using the PAD, as certain conditions seemed not to be.
Research limitations/implications
This paper enhances our empirical understanding of applying PAD to construct KPIs in innovation. This study adds to the growing interest in literature to implement novel methods such as PAD to construct a KPI in innovation.
Practical implications
Practically, the findings of this study will inform managers in innovation (projects) to use a method such as PAD to construct KPIs in innovation. This study shows the implication of using a PAD for a KPI and what opportunities and challenges it can bring.
Originality/value
This paper is one of the few papers that address using the participatory action design methodology for the construction of KPIs in innovation. To date, PAD is rarely used to construct KPIs in innovation.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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Delphine Gibassier, Michelle Rodrigue and Diane-Laure Arjaliès
The purpose of this paper is to analyze the process through which an International Integrated Reporting Council (IIRC) pilot company adopted “integrated reporting” (IR), a…
Abstract
Purpose
The purpose of this paper is to analyze the process through which an International Integrated Reporting Council (IIRC) pilot company adopted “integrated reporting” (IR), a management innovation that merges financial and non-financial reporting.
Design/methodology/approach
A seven-year longitudinal ethnographic study based on semi-structured interviews, observations, and documentary evidence is used to analyze this multinational company’s IR adoption process from its decision to become an IIRC pilot organization to the publication of its first integrated report.
Findings
Findings demonstrate that the company envisioned IR as a “rational myth” (Hatchuel, 1998; Hatchuel and Weil, 1992). This conceptualization acted as a springboard for IR adoption, with the mythical dimension residing in the promise that IR had the potential to portray global performance in light of the company’s own foundational myth. The company challenged the vision of IR suggested by the IIRC to stay true to its conceptualization of IR and eventually chose to implement its own version of an integrated report.
Originality/value
The study enriches previous research on IR and management innovations by showing how important it is for organizations to acknowledge the mythical dimension of the management innovations they pursue to support their adoption processes. These findings, suggest that myths can play a productive role in transforming business (reporting) practices. Some transition conditions that make this transformation possible are identified and the implications of these results for the future of IR, sustainability, and accounting more broadly are discussed.
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