Search results

This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with exploiting and capturing opportunities because of the lack of practices that support active and continuous opportunity management over the project lifecycle in inter-organizational project networks.

This study provides empirical evidence of a successful opportunity management process based on an investigation of an infrastructure alliance project. The adopted research approach is an inductive case study.

By analyzing an infrastructure alliance project, this paper identifies key activities of opportunity management and furthermore, discusses the enablers of active and continuous opportunity management.

This study supports practitioners by providing knowledge about the possibilities and activities that could be deployed during the project lifecycle to improve opportunity management process and about the enablers – factors that facilitate alliance partners’ capabilities to manage opportunities.

There is limited empirical research on the practices of opportunity management that support continuous, active opportunity management in inter-organizational project contexts, although multidisciplinary project networks have possibilities for taking advantage of opportunities that emerge over the project lifecycle.

This paper aims to explore the challenges and opportunities of blockchain technology adoption from the lens of the technological–organisational–environmental (TOE) framework for operational excellence in the UK automotive industry context.

The research methodology of this study follows a systematic review approach, which analyses existing academic published research papers in the top 35 academic journals. There was no specific timeframe established for this study and shortlisting the articles through a set of used keywords. A sample of 71 articles was shortlisted and analysed to provide a discussion on technological and management challenges and opportunities of blockchain adoption from the lens of the TOE framework for operational excellence.

The findings of this study present significant theoretical and managerial implications and deep understanding for firms seeking to understand the challenges and opportunities of blockchain adoption for their operational excellence.

The systematic literature approach was considered for the present study to explore existing academic papers on technological and management challenges and opportunities from the lens of TOE framework for operational excellence, whereas a more specified method meta-analysis can be considered for future research. The study has been explored in the UK automotive industry context, which has been considered as the limitation of generalisation across countries and industries.

This paper represents the most comprehensive literature study related to the technological and management challenges and opportunities of blockchain from the TOE framework angle for operational excellence.

Knowledge management in any organization is important in enhancing the organization’s performance. This study aims to explore the influence of knowledge management capability on organizational performance with the mediation role of opportunity recognition and the moderation effect of environmental dynamism.

This study used an effective and well-developed survey to collect data from 387 managers working in different service organizations in the Kingdom of Saudi Arabia. Further, SmartPLS software was used for data analysis.

The outcomes confirm that knowledge management capability is directly and indirectly (via opportunity recognition) related to organizational performance. Environmental dynamism moderates the linkage between knowledge management capability and opportunity recognition, as well as between opportunity recognition and organizational performance.

This study provides a valuable and novel managerial and theoretical approach for management to improve firm performance with the help of knowledge management capabilities, opportunity recognition, and environmental dynamism. The findings of this paper can be implemented not only in the service sector but also in the production sector. Future studies can use this conceptual framework in different countries with the current data. Moreover, other analytical approaches can be used to check the variability of these findings.

This study contributes to connecting research gaps in the literature and advancing insights into how knowledge management capabilities affect organizational performance. The study explores the mediating role of opportunity recognition and environmental dynamics as moderators between knowledge management capability and opportunity recognition and between opportunity recognition and organizational performance.

The purpose of this paper is to investigate the managerial practices to assess value creation and value capture potential in longitudinal buyer-seller relationships, and proposes a framework for evaluating such potential for maximizing sales function efficiency.

The research is based on an exploratory multi-case study with seven internationally operating companies from a variety of industries, with the aim of building the framework for sales opportunity management. The framework is then refined in eight workshops with 21 companies.

The findings suggest that industrial companies need to develop new capabilities to efficiently manage value selling opportunities at different stages of the opportunity lifecycle.

The underlying sales approach of the research is proactive value selling in a service business context. The findings may not be generalizable into other sales contexts.

The paper provides practicing managers with an actionable sales opportunity management framework for an effective management of sales quality.

The research contributes to a previously unexplored area of sales management, and suggests a managerial practice linking strategy to implementation at the customer interface.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This paper aims to examine the influence that family firms’ top management team (TMT) behavior and characteristics exert on their innovation opportunity realization.

Data were collected through a survey addressed to a representative sample of Italian firms. The analyzed sample consists of 237 firms, 120 of which are family firms. A series of ordinary least squares models were used to test the four hypotheses.

Family firms realize fewer innovation opportunities than non-family firms. This result is fully mediated by the knowledge exchange in the TMT as follows: in family firms, the TMT exchanges less knowledge than in non-family firms, which drives their lower realization of innovation opportunities. In family firms TMT, the increase in the non-family members positively influences the TMT knowledge exchange, but only when the time the Chief Executive Officer (CEO) spends in searching for innovation opportunities outside the firm is low. The more the CEO search increases, the more this positive influence decreases, up to the point it becomes negative.

The study contributes to the literature on innovation, knowledge management and organizational design in family firms. Nevertheless, data were collected at a single point in time and in a single country.

The study suggests family firms on how to foster the realization of innovation opportunities. A greater TMT knowledge exchange allows to realize more innovation opportunities and the TMT characteristics emerged as the drivers of this TMT knowledge exchange. As such, family firms should examine the interaction of their TMT composition in terms of non-family and family members with the effort that the CEO deploys to search for innovation opportunities outside the firm.

Empirical investigation of the link between family ownership, absorptive capacity and innovation performance by considering TMT behavior and characteristics.

The purpose of this article is to propose a process which ensures boards make risk pay off by identifying and selecting opportunities which more than compensate for the risks assumed. Organizations are increasingly under threat from factors such as globalization, regulations, and technology. Given this, the biggest challenge boards' face is to competently manage these opportunities and risks. Although boards can benefit from fully integrating risk management into the strategy formulation process, survey evidence shows most have not done so.

This article draws from the confluence of the risk management, strategy formulation and board governance streams to illustrate how boards can enhance performance by integrating strategy formulation and risk management into a single process.

Given that many boards formulate strategy and manage risk separately, organizations can gain a competitive advantage by managing them in an integrative fashion. Boards that integrate strategy formulation and risk management should achieve higher stakeholder returns and be more adaptive than rivals.

Boards need to adopt strategies for their organizations which create the desired amount of stakeholder value within acceptable risk levels. Boards can only ensure this occurs if the opportunities and risks are discussed as part of the same process. Only with full knowledge of the opportunities and risks, as well as the risk management responses, can boards ensure management are recommending optimal strategies for their organizations.

This article outlines a process which ensures boards are adequately addressing risk when selecting strategies for their organizations.

The purpose of this paper is to report on case study research of employment downsizing and the implications for equal opportunity and diversity management conducted in the UK airline industry during 2002/2003.

Review of literature on downsizing and equal opportunity and diversity management followed by identification of a number of research questions which are answered with reference to secondary analysis of labour market data and interviews with key informants from senior management and line management.

A planned approach to downsizing had been adopted that was strongly influenced by the human resources function in terms of equal opportunity and diversity management. An adverse impact on different employee groups had been avoided in order to sustain the diversity of the workforce.

The research focuses on the management of downsizing and equal opportunity and diversity management. It addresses the perceptions of managers involved in developing and implementing policy, but does not examine the perceptions of other employees.

There are some reflections on ways in which equal opportunity and diversity management policy might adapt to organisational change and downsizing.

This paper brings together two scholarly debates on downsizing and equal opportunity and diversity management, and provides case study evidence of how an equal opportunity and diversity management agenda is implemented during organisational restructuring and downsizing.

The purpose of this paper is to shed more light on the crucial initiation stage of service innovation in professional service firms (PSFs) by individual professionals and the implications for knowledge management.

The paper builds theory, based on an in‐depth review of the relevant literature. The developed theory is illustrated with a case study of PricewaterhouseCoopers AG (PwC), one of the Big Four accounting and consulting firms. Formal and informal interviews about innovation, learning in client interactions, and knowledge management were held with more than 70 employees of PwC over a three‐year period.

The paper shows that entrepreneurial opportunity recognition is a suitable framework to explain the initiation of service innovation in PSFs. Prior knowledge, alertness and search are identified as bases for the recognition of opportunities and hence the initiation of service innovation in PSFs. Therefore, the author argues that knowledge management should raise the alertness of individual professionals to engage in opportunity recognition and also provide a fruitful environment to enable active search for opportunities on the basis of relevant prior knowledge at hand.

The findings aim to help managers in PSFs to understand better the initiation of innovation in their companies and enable fostering of innovation through the application of dedicated knowledge management initiatives.

Previous research has not yet taken an in‐depth look at the initiation stage of service innovation by individual professionals in PSFs. In this paper, entrepreneurial opportunity recognition is presented and applied for the first time as a framework to explain the activity of professionals in the initiation of service innovation in PSFs. In doing this, the paper also contributes to the understanding of the under‐researched corporate entrepreneurial role of professionals in PSFs.

This paper aims to examine the management approaches that play a key role for innovation success in a stable and unstable environment.

Tunisia and Japan were chosen as a research sites to assess the accuracy of management approach adopted in each environment. Japan, as a developed, stable and predictable market, involves a traditional/conventional management mode known as administrative control approach (ACA) for successful innovation. However, we argue that a developing country is characterized by its unstable environment and requires an opportunity-based approach (OBA) that lies in the firm’s openness to search and benefit from environmental opportunities.

The paper confirms that OBA improves product innovation success in an unstable environment, for innovation in a stable one.

The paper provides a comprehensive comparison between innovation driven management approaches towards stable and unstable environments through multi-group structural equation modeling.