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1 – 10 of over 102000
Article
Publication date: 5 April 2011

Priscilla A. Arling and Mark W.S. Chun

The purpose of this paper is to describe a framework designed to assess the capacity of a knowledge management (KM) system to facilitate new knowledge creation.

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Abstract

Purpose

The purpose of this paper is to describe a framework designed to assess the capacity of a knowledge management (KM) system to facilitate new knowledge creation.

Design/methodology/approach

A longitudinal case study methodology, in a single company, Pratt Whitney Rocketdyne (PWR), was used to test the framework.

Findings

New knowledge creation is best supported through mature KM systems that include all four modes of knowledge creation: combination, externalization, socialization, and internalization. KM systems and environments as a whole reach maturity by progressing through stages, which is presented as a KM maturity model.

Research limitations/implications

By combining Nonaka's knowledge creation theory with Wittrock's generative learning activities, the paper illuminates both the why and how of new knowledge creation, in a way that can be applied to KM technological initiatives. One of the limitations of this study is the generalizability of the findings, which may be limited by the single case study method used.

Practical implications

The framework provides a rubric against which both old and new KM initiatives can be assessed to determine whether they are capable of generating new knowledge. The maturity model provides a template against which organizations can map their progress towards a mature KM environment.

Originality/value

Much of the literature on KM systems has focused on capturing knowledge and disseminating it. Few studies have provided practical, theoretically based advice on how to create new knowledge and what aspects of information systems can facilitate that creation. The framework and maturity model can serve as guides in that process.

Details

Journal of Knowledge Management, vol. 15 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 12 June 2017

Synnøve Rubach, Thomas Hoholm and Håkan Håkansson

The purpose of this paper is to present a longitudinal case study of a regional innovation policy initiative, in which ideas with regard to how innovation might be facilitated…

3332

Abstract

Purpose

The purpose of this paper is to present a longitudinal case study of a regional innovation policy initiative, in which ideas with regard to how innovation might be facilitated were changing over time. Through the scrutiny of insights in industrial network studies (IMP), the authors seek to shed light on the challenges created by policy interventions aimed at constructing complementary networks for the facilitation of innovation. That is to say, the authors endeavour to understand the interfaces between innovation networks and industrial networks, and the way in which they may influence innovation.

Design/methodology/approach

This study is based on a longitudinal case study of four successive regional innovation projects in Norway. Data are drawn from relevant policy documents and project documentations, as well as from participatory observation of application processes and project activities.

Findings

This study shows that regional innovation policy concerns first and foremost the interaction within and between relatively established diverse networks, which affects both structuring and restructuring. Changes in innovation policy required the re-configuring of constellations of business networks, research networks and policy networks. All initiatives required mobilisation input by persistent actors – often boundary organisations or researchers. The construction of innovation networks served as an instrument in the production of new interfaces between businesses, researchers and policy makers. The use and usefulness of these networks as perceived by the business actors were heavily influenced by the way in which the networks were configured.

Research limitations/implications

Generalisation based on in-depth qualitative case research requires further testing across similar and varying cases, and there have hitherto been relatively few studies of the interfaces between industrial and innovation networks. Despite this it can be argued that the conceptual distinction between constructed and emerging networks is a productive one in the study of networked innovation dynamics. During the research into this longitudinal case, it has been interesting to observe the way in which innovation research, and thus its influence on innovation policy, has changed over time. It would be beneficial if further studies were to be conducted on the way in which this has played out.

Practical implications

The administration of the public funding of innovation network activities requires great care. Where innovation policy initiatives are closely related to established industrial networks, it may be possible to strengthen innovation dynamics, challenge established practices and conceptions, and contribute to expanding, or even initiate innovation activities. In the first place, new activities need to be initiated in a way that supports the long-term development of actual business networks; and second, innovation policy bodies should be prepared to stimulate activity over longer periods of time.

Originality/value

This paper engages in, and combines, two parallel and rarely interacting debates on, respectively, innovation within innovation policy (innovation systems, clusters, networks) and industrial network studies (IMP and others). The authors make an “ideal type” distinction between alternative “constructed” networks and “emerging” networks, and the way in which they influence innovations.

Details

IMP Journal, vol. 11 no. 2
Type: Research Article
ISSN: 2059-1403

Keywords

Article
Publication date: 29 October 2020

Inessa Laur and Mike Danilovic

Although previous research has highlighted the importance of innovative intermediary services that are delivered through cluster initiatives to foster own attractiveness and the…

Abstract

Purpose

Although previous research has highlighted the importance of innovative intermediary services that are delivered through cluster initiatives to foster own attractiveness and the development of business, little emphasis has been placed on examining the patterns and influencers of such a change in new organisational forms from a management perspective. The present study investigates the change patterns of core intermediary activities in cluster initiatives as well as the influence of various stakeholders on change in those core activities.

Design/methodology/approach

The empirical data of this work illustrates the general picture of change within new organisational forms and therefore emerges from a survey study carried out among numerous European cluster initiatives originating from different industries. The main propositions for testing have roots in and are discussed through the prism of Stakeholder Theory as well as entrepreneurship, change and intermediary (middle-hands, brokerage) literature.

Findings

The findings reveal that intermediary activities are under continuous change, and the changes appreciated by the initiative members tend to gradually increase in intensity over time. Internal stakeholders are actively engaged in the change process activities, and external stakeholders are too, but to a limited extent. This leaves space for creativity and action for the initiatives.

Research limitations/implications

This research combines stakeholder theory and literature on intermediation (new forms of organisations), change, and entrepreneurship. The outcome of the study might serve as a ground for theoretical classification of cluster initiatives as a particular type of intermediary in accordance with their specific occupation. This would add to the ongoing discussion on definition and typologies of intermediaries as well as lift the awareness on the peculiar constellation of stakeholders within these innovative organisations – their engagement expectations and level of involvement.

Practical implications

Knowledge on which stakeholders can turn to in the event that a special service is needed can shorten implementation times and improve the quality of services. This knowledge is a way to choose suitable and influential networking partners who can assist by pushing existing working mechanisms in a favourable direction.

Social implications

The study illustrates the patterns behind changes of intermediary activities/services over time, which would form solid ground for developing new methods to assist in achieving stakeholder satisfaction through cluster-initiative services. Therefore, this work can serve as a benchmarking example for traditional organisations that find themselves in “sleeping” mode or that aim for revitalization.

Originality/value

The contribution of change and engagement mechanisms to effectivization and innovativeness of organisations are highlighted as main value added of this research.

Details

Journal of Organizational Change Management, vol. 33 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 10 April 2017

Evgeniy Kutsenko, Ekaterina Islankina and Vasily Abashkin

This paper aims at assessing the impacts of the national cluster policy, cluster age, cluster development benchmarks of neighbouring regions and the cumulative level of regional…

Abstract

Purpose

This paper aims at assessing the impacts of the national cluster policy, cluster age, cluster development benchmarks of neighbouring regions and the cumulative level of regional innovative capacity on the quantity and quality of cluster initiatives in Russia.

Design/methodology/approach

Hypotheses’ testing was carried out by a series of calculations comparing the qualitative and quantitative characteristics of cluster initiatives; the number of new cluster initiatives to the number of neighbouring regions, where cluster initiatives had begun to develop earlier; and ranks of regions within the Russian regional innovation scoreboard to the quantity and quality characteristics of cluster initiatives therein.

Findings

The results of the study empirically confirm that the national cluster policy significantly influenced the emergence and advancement of cluster initiatives in Russia. The proximity to the regions, having previously launched cluster support programmes, also had an impact on the emergence of new cluster initiatives. The cluster initiatives’ age had an ambiguous effect on their performance. Finally, the level of regional innovative capacity was correlated only with the number of cluster initiatives localised therein.

Practical implications

The findings show that along with the direct effects of the national cluster policy for the government-supported clusters, there are positive externalities, e.g. the emergence of new cluster initiatives throughout the country.

Originality/value

The research database of 277 cluster initiatives has been drawn up as a part of the first national cluster mapping and covers almost a decade of clustering activity in Russia. The study analyses not only the cluster initiatives supported by the federal government but also those developed independently.

Article
Publication date: 11 July 2018

Ilan Alon, Shan Chen and Marco Mandolfo

The purpose of this paper is to discuss China’s New Silk Road initiative as an opportunity for European small and medium-sized enterprises (SMEs) to export to Chinese market. It…

1485

Abstract

Purpose

The purpose of this paper is to discuss China’s New Silk Road initiative as an opportunity for European small and medium-sized enterprises (SMEs) to export to Chinese market. It offers research propositions on redefining the business process of European SMEs and Chinese importers in light of the initiative.

Design/methodology/approach

SMEs’ export barriers, particularly in SCM and marketing, are identified through literature review. Then they are discussed in accordance with the measures that New Silk Road proposed.

Findings

Logistic infrastructure development under the New Silk Road significantly lowers the supply chain barrier. Marketing remains a challenge for European SMEs to export to China. This paper argues that the European SMEs and the Chinese importers should create closer collaboration, expand their relationship beyond SCM, and integrate their marketing efforts for mutual benefits.

Research limitations/implications

Several future research areas are proposed in this paper. The authors invite researchers and practitioners to deepen the discussion with empirical evidence.

Practical implications

The New Silk Road has already become a high stake project for many countries involved. Many measures are yet to be defined and the stakeholders, including industries and businesses, should have an influence on their definition. This paper provides the authors’ viewpoints on how businesses should act in this initiative.

Originality/value

Despite being an important topic of the world’s economy in the recent years, the New Silk Road initiative has rarely been studied in management research, possibly due to lack of evidence. As its development significantly sped up since 2017, it is high time that the research community starts to contribute to the knowledge building in this project. This paper is among the firsts to call for and to propose avenues for future research efforts.

Details

Business Process Management Journal, vol. 25 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 11 June 2018

Yuanyuan Wu, Zhenzhong Ma and Milo Shaoqing Wang

The purpose of this paper is to explore the role of middle managers in the corporate entrepreneurship process that drives new capability development. Middle managers are…

1204

Abstract

Purpose

The purpose of this paper is to explore the role of middle managers in the corporate entrepreneurship process that drives new capability development. Middle managers are highlighted as key entrepreneurial agents because of their special position in an organization.

Design/methodology/approach

The paper draws on existing capability development and corporate entrepreneurship literature and develops a conceptual model and research propositions that are illustrated through three examples from a Chinese private firm.

Findings

This paper contends the dual role of middle managers, both as change implementers to follow pre-set rules of an existing corporate entrepreneurship system and as change initiators to bring new rules to improve the existing system.

Research limitations/implications

The paper is conceptual in nature, advancing the understanding of middle managers’ role in corporate entrepreneurship. The paper provides directions for future empirical research.

Practical implications

The interactions between middle managers and other organizational agents are discussed in the propositions. This paper suggests the importance of empowering middle managers to facilitate changes in complex internal environments.

Originality/value

The paper provides a unique theoretical contribution by introducing the interface-based, multi-level conceptual model of corporate entrepreneurship toward new capability development.

Details

European Business Review, vol. 30 no. 4
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 28 June 2021

Michele Morais Oliveira Pereira, Minelle E. Silva and Linda C. Hendry

This paper aims to investigate the impact of the COVID-19 pandemic on supply chain (SC) sustainability learning. In particular, it focuses on the learning associated with changes…

2219

Abstract

Purpose

This paper aims to investigate the impact of the COVID-19 pandemic on supply chain (SC) sustainability learning. In particular, it focuses on the learning associated with changes in the sustainability initiatives of emerging economy suppliers.

Design/methodology/approach

Through studying three scenarios (pre-outbreak, buyer-centred peak and supplier-centred peak) over a nine-month period, a multi-case study strategy was used to gain an understanding of the learning of export-oriented Brazilian coffee producers, using both exploitation and exploration capabilities. Content analysis was developed after each data collection phase to investigate how sustainability initiatives had changed.

Findings

Social sustainability was observed to be the main priority by suppliers facing this unprecedented outbreak, in ways that go beyond expected sustainability certification requirements. For instance, there was evidence of outstanding contributions to the local community. Suppliers initially developed their sustainability initiatives during the outbreak without any support from global buyers, certification bodies or government. In spite of this, stronger relationships with buyers ultimately emerged facilitating greater SC sustainability. Consequently, by using both exploitation and exploration learning capabilities, multiple levels of learning were observed (i.e. individual, organisational and SC) as related to planning, new procedures and social awareness.

Practical implications

A greater awareness of supplier learning processes will aid buyers in developing recovery plans that are appropriate for their global SC partners.

Originality/value

This paper provides an understanding of how emerging economy suppliers of global SCs are coping with this unprecedented outbreak in regard to sustainability management. Moving the spotlight from buyers to suppliers, the research demonstrates that supplier learning is central to global SC sustainability.

Details

Supply Chain Management: An International Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 1 January 2007

Mei‐I Cheng, Andrew Dainty and David Moore

The paper seeks to show that implementing change initiatives in organizations is extremely problematic, particularly in relation to human resource management (HRM) initiatives…

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Abstract

Purpose

The paper seeks to show that implementing change initiatives in organizations is extremely problematic, particularly in relation to human resource management (HRM) initiatives. The challenges inherent in implementing new HRM systems and procedures is arguably more acute in project‐based organizations where temporary teams and geographically dispersed employees render the coherent implementation of new systems and procedures problematic. This paper presents the findings of case study research in which the implementation of a new performance management system for improving individual project manager performance is evaluated. A framework is developed for guiding the implementation of similar change initiatives in other project‐based organizations.

Design/methodology/approach

A longitudinal case study methodology was adopted for the study. This enabled the ways in which resistance to change was manifested, and to be explored, and the actions necessary to circumvent barriers to its use discerned. The final framework is derived from a review of change strategies in other industries and sectors as well as from the case study findings.

Findings

The paper finds that barriers to implementing new performance solutions stemmed from a lack of senior management commitment and support, ingrained working practices and an absence of appropriate training interventions. These are relatively straightforward to overcome as part of a robust implementation framework.

Research limitations/implications

The assertions made within the paper are based on a single case study. Further work is required to validate the findings within other organizations.

Practical implications

The posited approach in this paper provides a practical implementation methodology, which may be transferable to other project‐led organizations. The framework provides a point of departure for organisations looking for practicable ways of mitigating organizational resistance to performance initiatives, particularly project‐oriented businesses, which face additional challenges in terms of delivering coherent change programmes.

Originality/value

In the paper the practical implementation methodology proposed provides a point of departure for companies considering strategies for successfully implementing performance management tools in the future.

Details

International Journal of Productivity and Performance Management, vol. 56 no. 1
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 August 2005

William E. Shafer and Yves Gendron

The American Institute of Certified Public Accountants (AICPA) recently proposed a global consulting credential involving a diverse set of professions including accountancy…

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Abstract

Purpose

The American Institute of Certified Public Accountants (AICPA) recently proposed a global consulting credential involving a diverse set of professions including accountancy, business law, and information technology. The proposal was widely debated in the professional literature, and was a divisive issue among CPAs. In late 2001, the AICPA membership voted against any further commitment to the credential. The purpose of this paper is to examine the global credential initiative in an effort to understand why professional jurisdictional claims may fail at the theorization stage.

Design/methodology/approach

The paper relies primarily on a qualitative review and analysis of archival materials and published articles and commentaries relating to the global credential project.

Findings

The analysis indicates that the AICPA failed to establish either the pragmatic or moral legitimacy of the proposed credential in the eyes of the audiences. This failure appears to be attributable to the sociopolitical environment in which the credential was promoted, and to flaws in the rhetoric used by the AICPA to articulate its jurisdictional claim.

Research limitations/implications

The paper demonstrates the importance of legitimacy to the ability to successfully theorize institutional changes.

Originality/value

This paper investigates how the AICPA theorized the global credential knowledge claim, and how theorization failed to persuade the audiences to support the credential.

Details

Accounting, Auditing & Accountability Journal, vol. 18 no. 4
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 20 February 2007

Thomas Diefenbach

The purpose of this paper is to shed some light on the reasons and circumstances why strategic change initiatives based on new public management and managerialism go wrong. In…

37136

Abstract

Purpose

The purpose of this paper is to shed some light on the reasons and circumstances why strategic change initiatives based on new public management and managerialism go wrong. In particular, how such change initiatives are being justified, communicated, perceived, and implemented within organisational discourses and politics. It reveals personal and group interests behind ideologies, and what change management of this type is really about.

Design/methodology/approach

A strategic change initiative at a large Western‐European university (“International University” – IU) had been investigated between 2004 and 2005 based on qualitative empirical research. Data were gained primarily through semi‐structured in‐depths interviews with IU's senior managers. The findings were triangulated by referring to internal documents and academic literature.

Findings

The case study reveals a whole set of typical characteristics of managerialistic change management approach and how it is communicated. The paper provides insights into the narratives, organisational politics and ideology of change management processes. It draws the attention to the downsides of top‐down change management approaches, to ideologies and interests behind such initiatives as well as intended and unintended consequences.

Research limitations/implications

Academics and practitioners might be motivated to concentrate (more) on the values, ideologies, and interests which are behind “rational” management recipes, to see management and organisational behaviour more differentiated and from a critical perspective.

Originality/value

Organisational change management is usually described on the basis of traditional strategy approaches and concentrates on “technical issues”. By drawing the attention to senior managers' perceptions and interests, and how they pursuit change management objectives on the basis of ideologies, it becomes clearer that allegedly “rational” and “objective” strategic solutions are contested terrain and objects of organisational politics.

Details

Journal of Organizational Change Management, vol. 20 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

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