Search results

1 – 10 of 204
Article
Publication date: 22 June 2018

Thomas Duening

This paper is based on insights from philosophy of science, centered in Gilbert Ryle’s notion of “category mistakes”. A category mistake occurs in a science when scholars…

Abstract

Purpose

This paper is based on insights from philosophy of science, centered in Gilbert Ryle’s notion of “category mistakes”. A category mistake occurs in a science when scholars have been thinking of a phenomenon as of a certain sort, when it is really nothing of the kind. This paper aims to claim that regarding sustained enterprise innovation (SEI) as a strictly operational problem commits such a category mistake. Instead, SEI is an aspirational problem and thus requires scholars to examine it from that perspective as well.

Design/methodology/approach

This paper begins by explicating Ryle’s notion of a category mistake. It develops the suggestion that innovation scholars have made such a mistake by thinking of innovation as a strictly operational problem. In reality, it is as much an aspirational problem. The paper then builds on the metaphor made famous by Isaiah Berlin, distinguishing between hedgehogs and foxes. A hedgehog is a leader who copes with the non-predictive nature of innovation. The paper builds on the findings from positive psychology and virtue epistemology to highlight how humans can act rationally in the face of non-predictive outcomes. Four virtues of hedgehog leadership are proposed and defined.

Findings

The paper concludes that hedgehog leadership is necessary for sustained enterprise innovation. It also concludes that hedgehogs can act rationally in pursuit of non-predictive outcomes by practicing a set of governing virtues.

Research limitations/implications

Further research needs to be conducted to validate the proposed governing virtues, to illuminate the optimal hedgehog/fox balance within the enterprise, and to validate through longitudinal work the impact of hedgehogs on sustained enterprise innovation.

Practical implications

Based on the continuing interest in innovation expressed by enterprise leaders around the world, hedgehogs are in increasing demand. Fortunately, hedgehogs can be made (and self-made) via deliberate practice of the governing virtues. Aspiring and current hedgehogs can be confident that practicing these virtues and becoming increasingly adept at their application will promote and effect enterprise innovation.

Originality/value

Very little research has been conducted on the aspirational aspect of SEI. This is an insidious gap in the literature, as it affects scholars and practitioners alike. Scholars are trapped in the “normal science” paradigm that treats the innovation problem as if it can be solved through operational techniques. This paper contends that this ubiquitous category mistake has led scholars down a blind alley. Instead, it is important for scholars and practitioners alike to view SEI as an aspirational problem that requires vastly different research frameworks and practitioner prescriptions.

Details

International Journal of Innovation Science, vol. 11 no. 2
Type: Research Article
ISSN: 1757-2223

Keywords

Article
Publication date: 1 July 1998

Dick Seamons

41

Abstract

Details

Reference Reviews, vol. 12 no. 7
Type: Research Article
ISSN: 0950-4125

Keywords

Case study
Publication date: 14 December 2021

Mohammad Rishad Faridi and Saloni Sinha

Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the…

Abstract

Learning outcomes

Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business.

Case overview/synopsis

Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for?

Complexity Academic Level

Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops.

Supplementary materials

www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 10 April 2017

Bernard L. Simonin

This paper aims to encourage greater clarity and stimulate further interest in thorough empirical research in the area of learning levels. The broader motivation here is…

Abstract

Purpose

This paper aims to encourage greater clarity and stimulate further interest in thorough empirical research in the area of learning levels. The broader motivation here is to urge researchers to not only theorize but also undertake elaborate and much needed empirical work.

Design/methodology/approach

Part I of the study rests on a reflection and review of the literature concerned with “N-loop learning”, that is, the different hierarchical levels and stages of organizational learning.

Findings

The study provides some views and classification schemes on how to reconcile and think about different levels of learning. Some learning archetypes are identified that guide further reflection and elaboration on learning stages and hierarchies.

Originality/value

“N-loop learning” is introduced to encapsulate and systematize a vast array of views, models and levels of organizational learning. From zero learning and single-loop learning to quadruple-loop learning, a series of learning archetypes are presented. The case for a proper and clear nomenclature of learning levels is singled out. Finally, a strong case for empirical testing in this area is advocated.

Details

The Learning Organization, vol. 24 no. 3
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 8 May 2017

Bernard L. Simonin

Through a survey of firm’s experiences with strategic alliances and a structural equation modeling approach, the aim of this study is to stimulate further interest in…

Abstract

Purpose

Through a survey of firm’s experiences with strategic alliances and a structural equation modeling approach, the aim of this study is to stimulate further interest in modeling and empirical research in the area of N-loop learning. Although the concepts of single-loop and double-loop learning, in particular, are well established in the literature, limited research has been directed toward their empirical validation and finer understanding.

Design/methodology/approach

Based on a large sample of technology firms, a MIMIC model is proposed and tested with respect to the development of collaborative know-how via the adoption and conduct of different structural choices on how to deploy strategic alliances (single-loop vs double-loop approach). Results are cross-validated.

Findings

Based on the results of two structural equation models, the findings support the fit of the proposed conceptual model and the notion that, overall, the greater the extent of double-loop over single-loop learning, the higher the level of collaborative know-how derived.

Originality/value

The call for the empirical investigation of N-loop learning is met by providing an example of survey-based research. The possible benefits of “double-loop” over “single-loop” learning are modeled and tested empirically.

Book part
Publication date: 24 October 2003

James K Mitchell

Following the disasters of 9/11/01 the U.S. government has embarked on what is intended to be a comprehensive response to the hazard of further terrorist attacks on…

Abstract

Following the disasters of 9/11/01 the U.S. government has embarked on what is intended to be a comprehensive response to the hazard of further terrorist attacks on Americans at home and abroad. This paper addresses the homeland component of the response and asserts that both the general approach and the measures being deployed are neither comprehensive nor well-balanced. The broad goal of security is losing ground to the narrower objective of defense; mitigation strategies are being overshadowed by preparedness and response alternatives; expert systems are preferred over grass-roots bottom-up ones; and possibilities for reducing human vulnerability are being ignored in favor of programs that aim to reduce risks or lessen the vulnerability of built structures and infrastructures. Preferences for the use of sophisticated technologies that are intended to quarantine terrorism and minimize its consequences far outnumber efforts to engage with the messier realm of ideas and behaviors related to terrorism. Yet it is the latter that shape the public interpretation of terrorism risks, structure patterns of exposure and affect the coping capabilities of threatened communities. Without substantial changes to policy that take account of these deficiencies, Americans are likely to find themselves little better prepared to confront the challenges of future terrorist attacks on targets in U.S. territory and the nation’s ability to address other kinds of hazards may be seriously compromised.

Details

Terrorism and Disaster: New Threats, New Ideas
Type: Book
ISBN: 978-1-84950-227-6

Book part
Publication date: 25 November 2021

Claire L. Wyneken

Authenticity is being real and true to oneself and outwardly expressing that truth. Authenticity is not a leadership style, but rather a practice that will empower you and…

Abstract

Authenticity is being real and true to oneself and outwardly expressing that truth. Authenticity is not a leadership style, but rather a practice that will empower you and others each time you choose to reveal it. It is also not about bearing your soul or sharing every intimate part of yourself to those you lead. Rather, it is consistently demonstrating your concerns, enthusiasm, strengths, weaknesses, learning, and vision.

Choosing to be authentic as a leader will reward you with a deeper connection with those you lead and foster courage in them. Discovering your authenticity can be painful and sometimes awkward, but even those moments of pain and discomfort can be powerful model of healthy vulnerability for others. Authenticity and vulnerability are not generally rewarded and are often challenged in our society. Therefore, it is easy to slide back into staying hidden and stoic. True authenticity then is a daily, sometimes moment by moment, choice.

This chapter describes an experience of finding authentic expression as a leader and how challenges will test that authenticity. Values, vulnerability, and vision are described and presented as anchors for choosing authenticity as a daily practice.

Details

Women Courageous
Type: Book
ISBN: 978-1-83982-423-4

Article
Publication date: 1 February 2004

David Collins

This paper offers a critical analysis of X‐engineering – an approach to management, which it is claimed refines and extends business process reengineering (BPR) to offer…

677

Abstract

This paper offers a critical analysis of X‐engineering – an approach to management, which it is claimed refines and extends business process reengineering (BPR) to offer sustainable benefits to business and to the various communities, which constitute modern business organizations. Noting that academic critiques of guru theorising in general and academic critiques of BPR in particular have done little to exercise the minds of practitioners, the paper offers two critical accounts of X‐engineering. The first follows a familiar concern with the production of X‐engineering as it seeks to debunk the ideas and concepts, which constitute this body of knowledge. The second offers an alternative account of guru theorising, which focuses upon the nature of managerial work and on the consumption of management knowledge as it attempts to develop a line of critique, which can reflect and yet intrude upon the complexities of managerial work. Building upon this analysis of the consumption of guru theorising, the paper seeks to provide counter‐arguments and analysis for the constituencies, which can be expected to bear the brunt of X‐engineering.

Details

Personnel Review, vol. 33 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 9 January 2017

Terence Mauri

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

16324

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Leadership is undergoing a seismic and long overdue shift. In many companies, there is a chronic leadership gap: teams are being overmanaged and underled. To progress, leadership styles need to be updated; this means, we must be willing to change and become an avid learner of leadership.

Practical Implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 33 no. 1
Type: Research Article
ISSN: 0258-0543

Keywords

Expert briefing
Publication date: 15 May 2015

In line with such concerns, Estonia held a large military exercise, Hedgehog, on May 4-15, involving 13,000 troops. On May 6, Lithuania launched Lightning Strike, a…

1 – 10 of 204