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1 – 10 of 93
Article
Publication date: 15 November 2018

Sergejs Groskovs and John P. Ulhøi

It does not always take a heroic CEO to initiate a major transformation such as business model innovation. A middle manager with a personal drive and a sense of need for change…

Abstract

Purpose

It does not always take a heroic CEO to initiate a major transformation such as business model innovation. A middle manager with a personal drive and a sense of need for change may well jump-start this process. This paper aims to offer a simple framework and a set of practical guidelines for engaging the broader organisation in business model search and change activities.

Design/methodology/approach

This paper draws on research in entrepreneurship, organisational change and strategic renewal; develops a set of managerial guidelines; and illustrates those with practical examples.

Findings

Business model innovation is an iterative, dynamic and continuous process of search and change activities. Key practical guidelines to manage this process include understanding the environment, ensuring resources and funding, engaging entrepreneurial individuals, committing senior management, firm orchestration of the change process and involvement of middle management and employees.

Practical implications

The framework allows for structuring a business model innovation and offers key guidelines for the journey, thus enabling an entrepreneurial middle manager to lead the effort.

Originality/value

Despite that business model innovation is normally considered the domain of the CEO, this paper shows that middle managers can also play a key role in the process. The value of the paper lies in the simplicity and practicality of the framework.

Details

Journal of Business Strategy, vol. 40 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 8 May 2017

Sladjana Nørskov, Peter Kesting and John Parm Ulhøi

This paper aims to present that deliberate change is strongly associated with formal structures and top-down influence. Hierarchical configurations have been used to structure…

Abstract

Purpose

This paper aims to present that deliberate change is strongly associated with formal structures and top-down influence. Hierarchical configurations have been used to structure processes, overcome resistance and get things done. But is deliberate change also possible without formal structures and hierarchical influence?

Design/methodology/approach

This longitudinal, qualitative study investigates an open-source software (OSS) community named TYPO3. This case exhibits no formal hierarchical attributes. The study is based on mailing lists, interviews and observations.

Findings

The study reveals that deliberate change is indeed achievable in a non-hierarchical collaborative OSS community context. However, it presupposes the presence and active involvement of informal change agents. The paper identifies and specifies four key drivers for change agents’ influence.

Originality/value

The findings contribute to organisational analysis by providing a deeper understanding of the importance of leadership in making deliberate change possible in non-hierarchical settings. It points to the importance of “change-by-conviction”, essentially based on voluntary behaviour. This can open the door to reducing the negative side effects of deliberate change also for hierarchical organisations.

Details

International Journal of Organizational Analysis, vol. 25 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 1 March 2001

Henning Madsen and John P. Ulhøi

The education and training of the workforce has long been recognised as an essential ingredient in promoting and implementing environmental management practices in business…

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Abstract

The education and training of the workforce has long been recognised as an essential ingredient in promoting and implementing environmental management practices in business organisations. So far, however, even in leading companies, little information has been available on how environmental management practice and related educational and training requirements are translated into the provision of training courses by educational institutions. To address this important question an EU‐sponsored research project was initiated. The project has focused on senior environmental managers; middle (predominantly technical) managers; and skilled and semi‐skilled workers and lower categories of managers. It has been based partly on interviews in a small number of European companies as well as educational and training institutions, and partly on more large‐scale questionnaire surveys. This paper briefly describes the background of the overall project, and in more detail a questionnaire‐based survey on environmental attitudes and training interests among Danish workers.

Details

Industrial Management & Data Systems, vol. 101 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 25 January 2008

Sladjana Vujovic and John Parm Ulhøi

The aim of this paper is to investigate the role of online networking during the innovation process, including its role(s) in communication, cooperation and coordination. The…

3279

Abstract

Purpose

The aim of this paper is to investigate the role of online networking during the innovation process, including its role(s) in communication, cooperation and coordination. The paper neither implicitly assumes that online computer‐based networking is a prerequisite for the innovation process nor denies the possibility that innovation can emerge and successfully survive without it. It merely presupposes that, in cases of innovation where information and communication technologies play a substantial role, non‐proprietarity may offer an interesting alternative to innovations based on proprietary knowledge.

Design/methodology/approach

The paper borrows from the theory of communities‐of‐practice, which takes into account social relations, contacts, and the transfer and incorporation of knowledge. Open source innovation is not the exclusive preserve of computer nerds, but also has implications for existing software manufacturers. The paper therefore includes the case of IBM, a company which has successfully integrated this new and more open way of collaboration into its business model.

Findings

The paper concludes that online computer‐based innovation fundamentally challenges current ways of communicating, cooperating and coordinating during the innovation and product development process. Moreover, it challenges the traditional business model in that it forces the actors involved to shift the focus from the innovation itself to the identification of new supporting services higher up the value chain. Last, but not least, it blurs the boundary between development and use, since the developer remains the key user.

Research limitations/implications

The paper addresses the implications for future research in the area.

Practical implications

The paper addresses implications for practitioners directly involved in innovation and product development.

Originality/value

This paper develops a conceptual framework for understanding product development based on non‐proprietary knowledge, which cannot be adequately accounted for by traditional corporate innovation theory alone.

Details

European Journal of Innovation Management, vol. 11 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 9 February 2010

Peter Kesting and John Parm Ulhøi

The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee‐driven innovation…

9944

Abstract

Purpose

The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee‐driven innovation (EDI).

Design/methodology/approach

This is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI.

Findings

The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naïve or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way.

Research limitations/implications

The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be further elaborated and empirically tested.

Practical implications

EDI is a helpful tool to gain competitive advantage by utilizing the knowledge and creative potential of employees.

Originality/value

This is the first paper that gives a systematic overview of the grand structure of EDI and derives the most important moderating factors from that.

Details

Management Decision, vol. 48 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 6 September 2011

Sérgio Cavalcante, Peter Kesting and John Ulhøi

This paper aims to discuss the need to dynamize the existing conceptualization of business model, and proposes a new typology to distinguish different types of business model…

14204

Abstract

Purpose

This paper aims to discuss the need to dynamize the existing conceptualization of business model, and proposes a new typology to distinguish different types of business model change.

Design/methodology/approach

The paper integrates basic insights of innovation, business process and routine research into the concept of business model. The main focus of the paper is on strategic and terminological issues.

Findings

The paper offers a new, process‐based conceptualization of business model, which recognizes and integrates the role of individual agency. Based on this, it distinguishes and specifies four different types of business model change: business model creation, extension, revision, and termination. Each type of business model change is associated with specific challenges.

Practical implications

The proposed typology can serve as a basis for developing a management tool to evaluate the impact of specific changes to a firm's business model. Such a tool would be particularly useful in identifying path dependencies and resistance at the process level, and would therefore allow a firm's management to take focused action on this in advance.

Originality/value

The paper makes two main contributions: first, it offers a new, process‐based conceptualization of business models; second, it is the first paper to establish a direct link between business model change and the degree of innovation (such as “incremental” vs “radical”), and which distinguishes and specifies different types of business model change.

Details

Management Decision, vol. 49 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 October 2004

John P. Ulhøi

This paper addresses innovations based on open source or non‐proprietary knowledge. Viewed through the lens of private property theory, such agency appears to be a true anomaly…

4129

Abstract

This paper addresses innovations based on open source or non‐proprietary knowledge. Viewed through the lens of private property theory, such agency appears to be a true anomaly. However, by a further turn of the theoretical kaleidoscope, we will show that there may be perfectly justifiable reasons for not regarding open source innovations as anomalies. The paper is based on three sectorial and generic cases of open source innovation, which is an offspring of contemporary theory made possible by combining elements of the model of private agency with those of the model of collective agency. In closing, the paper addresses implications for further research, practitioners and other policy‐makers.

Details

Management Decision, vol. 42 no. 9
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 29 May 2023

Inakshi Kapur, Pallavi Tyagi and Neha Zaidi

Purpose: This chapter aims to identify and evaluate the various components of business model disclosures in an Integrated Report and ascertain how the notion of business model is…

Abstract

Purpose: This chapter aims to identify and evaluate the various components of business model disclosures in an Integrated Report and ascertain how the notion of business model is perceived among practitioners.

Need for the Study: According to previous research, the International Integrated Reporting Council’s (IIRC) objective of improving corporate reporting by encouraging organisations to disclose their business model has not found the desired recognition. Therefore, the study elaborates on the various components of business model reporting and their implications on corporate reporting in general.

Methodology: A review of literature was conducted to identify and analyse research based on business models and their disclosures in integrated reporting. A narrative review was undertaken for selected literature.

Findings: The findings suggest that most large-sized organisations use integrated reporting for impression management and are not inclined to disclose too much about their business models for fear of competition. There is still a lack of clear understanding of what a business model should entail.

Practical Implication: This study adds to the research on business model disclosures in integrated reporting. Voluntary disclosure and a better understanding of such disclosures will prepare organisations of all sizes and industries for an event when Integrated Reporting becomes statutory.

Details

Smart Analytics, Artificial Intelligence and Sustainable Performance Management in a Global Digitalised Economy
Type: Book
ISBN: 978-1-80382-555-7

Keywords

Article
Publication date: 1 December 2003

Henning Madsen, Helle Neergaard and John P. Ulhøi

This paper discusses human capital in connection with the entrepreneurial processes in knowledge‐based new ventures. Until recently, research on the founding of new ventures has…

3690

Abstract

This paper discusses human capital in connection with the entrepreneurial processes in knowledge‐based new ventures. Until recently, research on the founding of new ventures has focused mainly on the personal characteristics of entrepreneurs, but this trait approach tends to underestimate the role of crucial skills. The findings of this paper suggest that it is not so much inherent personality traits that influence the foundation and growth of new ventures as previous employment and entrepreneurial experience. The longer the career path prior to founding the venture, the more experience an entrepreneur has accumulated. Age thus seems to have a positive influence on the success of a newly founded venture. Furthermore, the dimensions of human capital, experience and previous employment seem to be essential in building the networks that help secure both early and continuing finance for the ventures.

Details

Journal of Small Business and Enterprise Development, vol. 10 no. 4
Type: Research Article
ISSN: 1462-6004

Keywords

Article
Publication date: 14 March 2008

Henning Madsen, Helle Neergaard and John P. Ulhøi

The importance of entrepreneurial activities and the establishment of new ventures for economic growth and employment have long been recognized. However, the interactions of…

1438

Abstract

Purpose

The importance of entrepreneurial activities and the establishment of new ventures for economic growth and employment have long been recognized. However, the interactions of underlying mechanisms whihc influence this process have not been understood all that well. In the light of this, a deeper understanding of various mechanisms on which knowledge‐intensive entrepreneurship hinges is needed. This paper aims to investigate how the make‐up of financial, human and social capital impacts on entrepreneurial action.

Design/methodology/approach

Based on a longitudinal study using both structured survey and in‐depth interview techniques, this research addresses the role and importance of financial capital, human capital and social capital in the organizational genesis and early growth of entrepreneurial activities.

Findings

Financial capital remains the most critical asset in the entrepreneurial process. However, possessing the right mixture of human and social capital is often a prerequisite for accessing the best capital sources as well as sufficient capital. The value of human and social capital, however, depends largely on the industry environment.

Originality/value

The findings give weight and insight to the understanding that it is important, for policy‐makers for example, to tailor support initiatives to specific industries.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 14 no. 2
Type: Research Article
ISSN: 1355-2554

Keywords

1 – 10 of 93