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This paper aims to understand the process of initiating ingredient/component (IC) branding from the supplier's perspective. It proposes modeling entrepreneurial orientation (EO) as an antecedent factor and differentiation abilities (functional and reputational) as mediators. Investigating IC branding from the supplier's perspective is critical given the cost and risk associated with implementing such a strategy.

A total of 5,254 manufacturing companies were screened to identify IC supplier firms that meet certain criteria. Survey data were collected from 77 top managers (Chief Executive Officers or Chief Marketing Officers) of IC supplier firms. The paper uses partial least squares structural equation modeling (PLS-SEM) and SPSS in analyzing data.

The results indicate that IC branding is a complex strategy – one involving a number of steps that need to be taken in a specific order. More specifically, results indicate that IC branding starts with EO exerting a positive influence on IC functional differentiation ability (FDA). FDA facilitates reputational differentiation ability (RDA), which in turn encourages the supplier to initiate IC branding.

This paper addresses an important gap by studying the process through, which suppliers initiate IC branding.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Are entrepreneurial opportunities discovered or created? The debate around this question has crucial implications for successful organizational change management in the business world. The present conceptual paper transcends this debate by embedding the concept of the entrepreneurial opportunities within a Luhmannian systems – theoretical framework which accentuates the unique role of organization and change in the age of functional differentiation. The purpose of this paper is to show how the strategic navigation of the borders between function systems such as politics, science, education, religion, art, or, of course, economy leads to the discovery or creation new opportunities for both business and social entrepreneurship.

The paper combines Niklas Luhmann’s theory of social differentiation with Kim and Mauborgne’s Blue Ocean Strategy. The key argument is that the alternative regimes of social differentiation, such as segmentation, centralization, stratification, and functional differentiation, create distinct pools of entrepreneurial opportunities to be discovered, created, and exploited by adequate business models. (Business) Organizations, therefore, need to strategically adjust the amount of attention they devote to the different forms of social differentiation. The argument is buttressed with illustrative examples of business models related to the regime of functional differentiation.

A paradoxical finding is that the multifunctional business models which explicitly draw on the value creation potential of the most recent form of social differentiation, functional differentiation, remain little known even though they infuse business organizations with a unique capacity of new venture discovery and creation in the modern society.

Multifunctional business models have so far remained unexplored in entrepreneurship theory and practice. This paper develops a first strategic approach to the discovery or creation of both multifunctional business models and a broader framework of multifunctional organization models.

This paper aimed to analyze the ways in which Niklas Luhmann's theory of the functional differentiation of society can be applied to historical studies. To achieve this, a semantic analysis of the development of modern insurance in Germany during the nineteenth century was conducted.

Through an examination of the significant features of Luhmann's theoretical frameworks in empirical objects, Luhmann's semantic analysis was reformulated as an approach based on a middle-range theory, similar to that of Robert K. Merton, where the potential of the theory can be maximized for empirical research. This paper embodies this proposal, citing several developments within organizations that imbued insurance technology with various ideas and values.

The theory of the functional differentiation of society can be reconstructed as a working hypothesis from a methodological perspective, instead of a general theory that explains every part of society. Applying this to empirical social practices leads to progress in historical studies conducting the semantic variations connected to the institutional formation and their boundary works.

This paper provides a practical research perspective for historical studies in the social sciences, employing a reinterpretation of sociological theory that may be understood only as a structural presupposition of modern society. Furthermore, the increased possibility of historical-comparative studies on modern insurance is indicated by illustrating the applicability of this framework to a detailed case study of modern insurance.

The purpose of this study is to explore the interaction between information communication technology (ICT) and the school's organizational structure, and propose an analytical model based both on Luhmann's system theory and empirical findings.

The approach of building a theory from a case study research along with an instrumental multi‐case study method were applied to analyzing nine Israeli schools that successfully implemented ICT‐based pedagogical innovation.

The findings suggest that ICT generates three kinds of differentiation within the school's structure: segmentation, stratification and functional differentiation. The type of differentiation correlates with the school's communication and set of contingencies which includes ICT usage types, leadership style, time and space arrangement, source of expertise, and the champions – those who bear the burden. All the differentiation types were found to increase internal complexity and enhance school adaptability, and in a recursive process, affect school communication and its sensitivity toward further ICT integration.

The fact that the chosen schools demonstrated extreme cases of successful ICT integration might limit the generalizability of the findings, but nonetheless it offers a significant contribution to the development of a substantive ICT and school structure theory.

Supporting ICT integration called for intervention at the school's top management level; supporting an initial ICT‐based project enhances the school's control over the implementation process, and provides schools with additional resources.

This study bears a substantive theory regarding ICT and school structure, and fosters new insights and propositions for further research.

The purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team reflexivity and the moderating role of shared meta-knowledge in the curvilinear relationship between team diversity and team ambidexterity.

The authors collected multisource and temporally separated data on 206 R&D teams within 28 high-tech firms in Taiwan.

This study found a complex, curvilinear, moderated mediation relationship that functional background diversity has with team ambidexterity. Furthermore, consistent with the notion from categorization-elaboration model, the authors found the curvilinear relationship that functional background diversity has with both team ambidexterity and team reflexivity. Finally, the authors also found that the curvilinear relationship between functional background diversity and team reflexivity was moderated by shared meta-knowledge, such that the positive relationship was strengthened and the negative relationship weakened, in higher shared meta-knowledge in teams rather than lower.

The results demonstrate that team diversity-team ambidexterity relationship is much more complicated than previous works have assumed or suggested. Overall, the authors contribute to a novel understanding about the importance of team diversity in ambidextrous teams by opening the black box of how and when functional background diversity and team ambidexterity.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

In this paper, the authors aim to propose that status differentiation, the extent to which people differentiate their behaviors or attribute power to others according to perceived status differences, moderates the effect of stretch direction upward or downward and brand image prestige or functional on consumers 2019 responses to line extensions.

This study was a 2 (culture: Chinese vs American) × 2 (stretch direction: up vs down) × 2 (brand image: prestige vs functional) experiment design. Study 2 was a 2 (status differentiation: high vs low) × 2 (stretch direction: up vs down) × 2 (brand image: prestige vs functional) experiment design.

The results of two studies show that high status differentiation has a positive prestige-enhancement effect on an upward extension but a detrimental effect on a downward extension. This effect is more pronounced for prestige brands than for functional brands. In addition, the authors have found similar patterns for the prestige perceptions of the parent brands after extension.

This research makes important contributions to the fields of cross-cultural psychology. The status differentiation beliefs could be primed temporarily and had a significant impact on individuals’ responses to line extension.

The research identifies status differentiation as an important factor for marketers to consider when extending their brands to global markets.

Past research on vertical extensions has examined numerous factors influencing consumers’ responses. This paper is the only one to examine culture factor.