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1 – 10 of over 70000Divya Mishra and Nidhi Maheshwari
With the advent of Internet technologies, shorter product life cycles and increasing competition, organisations have started looking for innovation sources outside the…
Abstract
Purpose
With the advent of Internet technologies, shorter product life cycles and increasing competition, organisations have started looking for innovation sources outside the organisational boundaries. The external community of crowds can be used as a valuable source of co-creation in a company's innovation process to generate value. Despite its growing popularity, organisations often face difficulty capturing value from crowdsourcing due to the lack of proper mechanisms behind crowdsourcing-based value co-creation between a crowd and an organisation and their impact on organisational learning and innovation performance. The present study seeks to understand the crowdsourcing-based co-creation mechanism that influences knowledge transfer effectiveness and the organisation's absorptive capacity, resulting in improved innovation performance.
Design/methodology/approach
The model was empirically tested using online survey data received from 300 managers of IT firms. Partial least squares structural equation modelling was used to test the model.
Findings
The empirical results reveal that crowdsourcing-based value co-creation causes structural, cognitive and relational linkages between a crowd and a firm, among which crowdsourcing-based cognitive linkage contributes more to organisational value capture. Further, an organisation's effective knowledge transfer and absorptive capacity play an important role in influencing the crowdsourcing-based-co-creation organisational learning-innovation performance framework.
Originality/value
This is the first and foremost study that has developed an integrated model using social capital dimensions to understand the entire mechanism behind crowdsourcing-based value co-creation between a crowd and an organisation and their impact on organisational learning and innovation performance. The study provides organisations with theoretical and practical implications of using crowdsourcing as a value co-creation tool and its effects on enhancing organisational learning and value capture.
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Phil St John Renshaw, Emma Parry and Michael Dickmann
This study aims to present a framework relating to the organizational value of international assignments (IAs). This extends the existing framework by Lepak et al. (2007) and…
Abstract
Purpose
This study aims to present a framework relating to the organizational value of international assignments (IAs). This extends the existing framework by Lepak et al. (2007) and applies to other fields researching questions of value.
Design/methodology/approach
This is a conceptual paper that applies new thinking to the critical practical and theoretical issue of organizational value in global mobility (GM) and international business (IB) literature. The Lepak et al. (2007) framework is explained, used and extended to appraise the value of IAs to organizations.
Findings
The primary contribution is the establishment of a value framework within which future IA research can position itself, refining extant measures and thereby enabling greater cohesion in future studies. The secondary contribution, impacting beyond the field of GM, is the development of this framework, including the identification and discussion of value itself, the significance of organizational sub-levels, the extension of the definitions of isolating mechanisms and competition to explicate value capture, the importance of temporal analysis and the inclusion of value assessment.
Research limitations/implications
The paper is limited by its application to IAs at the organizational level only. However, the relationship with other levels is also explored. Research within different contexts or focusing on the other levels of value will increase the understanding of value.
Practical implications
Definitions of the value of IAs are extended, and practitioner implications are discussed.
Originality/value
A new framework for evaluating the organizational value of IAs and new definitions to enable this value to be assessed are produced.
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Julio César Acosta-Prado, Julián Andrés Gómez Sánchez, Oscar Hernán López-Montoya and Arnold Alejandro Tafur-Mendoza
This study aims to analyze the influence of sustainable value creation (composed of social, economic and environmental dimensions) on organizational performance in Colombian…
Abstract
Purpose
This study aims to analyze the influence of sustainable value creation (composed of social, economic and environmental dimensions) on organizational performance in Colombian industrial manufacturing companies.
Design/methodology/approach
This study had a sample of 1,572 companies belonging to the Colombian manufacturing industrial sector. These companies were consulted by the survey of technological development and innovation in the manufacturing industry EDIT IX. For this study’s purpose, a model was developed from a variance-based structural equation modeling or partial least squares.
Findings
The results indicated that the associated mechanisms of the social, economic and environmental dimensions contribute in a significant, positive and large way to the creation of sustainable value for the companies studied. The findings show the importance of the social, economic and environmental dimensions in the creation of sustainable value and in turn, their influence on organizational performance.
Social implications
The findings obtained provide industrial companies and society with resources to understand that economic development can respond to business logic different from those imposed by current neoliberal models.
Originality/value
This study provides an understanding of the value capture mechanisms of small- and medium-sized companies considering the environmental needs of the territory and the community where the business activities take place while generating economic profitability for the other stakeholders.
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This paper uses the multidimensional definition of value – ecosystemic value – and employs lifecycle theory to identify the different stages of evolution of value-creation and …
Abstract
Purpose
This paper uses the multidimensional definition of value – ecosystemic value – and employs lifecycle theory to identify the different stages of evolution of value-creation and -capture processes in an ecosystem. Specifically, the aim of this paper is to show the uneasy transition from supply chains to ecosystems.
Design/methodology/approach
Based on a field study of a Canadian ICT ecosystem, this paper adopts a multilevel perspective on value-creation and value-capture processes and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one.
Findings
The findings pinpoint the uneasy transition from supply-chains management to ecosystems management and provide a framework for understanding how value creation and value capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems.
Practical implications
Five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems.
Originality/value
Many marketing and management scholars discuss the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and captured. This multi-actors case study highlights how ecosystemic value creation may be obstructed by a firm's focus on value capture.
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Cynthia K. Riemenschneider, Laurie L. Burney and Saman Bina
With increased remote working, employers are concerned with employees’ commitment and compliance with security procedures. Through the lens of psychological capital, this study…
Abstract
Purpose
With increased remote working, employers are concerned with employees’ commitment and compliance with security procedures. Through the lens of psychological capital, this study aims to investigate whether strong organizational values can improve employees’ commitment to the organization and security behaviors.
Design/methodology/approach
Using Qualtrics platform, the authors conducted an online survey. The survey participants are college-educated, full-time employees. The authors used structural equation modeling to analyze 289 responses.
Findings
The results indicate perceived importance of organizational values is associated with increased organizational commitment and information security behavior. The authors find that psychological capital partially mediates these relations suggesting that employees’ psychological capital effectively directs employees toward an affinity for the organization and information security behavior. The results highlight the importance of organizational values for improving security behavior and organizational commitment. Second, the results suggest that psychological capital is an effective mechanism for this influence. Finally, the authors find that individual differences (gender, organizational level and education) are boundary conditions on their findings, providing a nuanced view of their results and offering opportunities for further investigation.
Originality/value
To the best of the authors’ knowledge, this study is the first to explore organizational values in relation to information security behaviors. In addition, this study investigates the underlying mechanism of this relationship by showing psychological capital’s mediating role in this relationship. Therefore, the authors suggest organizations create a supportive environment that appreciates innovation, quality services, diversity and collaboration. Furthermore, organizations should communicate the importance of these values to their employees to motivate them to have a stronger affective commitment and a more careful set of security behaviors.
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The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.
Abstract
Purpose
The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.
Design/methodology/approach
The empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness.
Findings
Integrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge-intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration.
Practical implications
There is heightened need for the application of sophisticated HRM systems in the Indian software sector. Some context specific measures of effectiveness are documented.
Originality/value
Through an insightful evaluation of culture effectiveness theorisation till date, the paper amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness.
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Poul Houman Andersen, Linda Nhu Laursen and Morten Munkgaard Møller
A shift in supply management is underway. Nonlinear connections of buyers and sellers in business ecosystems challenge conventional supply management practice. Digital…
Abstract
Purpose
A shift in supply management is underway. Nonlinear connections of buyers and sellers in business ecosystems challenge conventional supply management practice. Digital technologies and network connectivity lower the costs of connecting and collaborating with loosely related external parties. This paper aims to explore how this challenges conventional purchasing and supply management (PSM) practice.
Design/methodology/approach
This paper builds on the extended case research method. It is based on a theoretical conceptualization, which is explored through a case study.
Findings
The authors find that both supply management’s contribution to value creation, value appropriation and collaborative interfaces change with the emergence of multifaceted business systems.
Research limitations/implications
The paper is developed within a specific industrial context, and the findings are not directly transferrable to other contexts. However, the authors believe that on an analytical level, there is value in transferring the insights into other manufacturing contexts.
Practical implications
Managers must challenge the taken-for-granted thinking that follows from linear supply management practices and start rehearsing the role of PSM when dealing with supplies from business ecosystem lead firms.
Originality/value
This research takes up a novel issue, highly relevant for PSM practitioners as well as for theory. To the best of the authors’ knowledge, nothing has been written about the colliding business logics of conventional PSM and that of business ecosystems.
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Michel Hermans and Armando Borda Reyes
This study aims to draw researchers’ attention to the need to differentiate within the emerging market multinational companies (EMNCs) category. This study focuses on…
Abstract
Purpose
This study aims to draw researchers’ attention to the need to differentiate within the emerging market multinational companies (EMNCs) category. This study focuses on international business in Latin America to argue that the region’s specific institutional characteristics have consequences for within-firm decision-making regarding internationalization strategies. Additionally, the study suggests that to develop a more specific understanding of international business in emerging markets, it is important to consider how decision-makers define value and how they can capture such value.
Design/methodology/approach
The approach used in this study draws on the bathtub analogy used in micro-foundations research in international business. It proposes a multilevel analysis in which micro-level variation in within-firm decision-making is considered, while accounting for the conditioning effects of macro-level contextual factors.
Findings
The study identifies characteristics of the Latin American institutional context that are relevant to international business strategies and that potentially differ from other emerging market contexts. These include the pendular shifts to and from pro-market economic reform, fragmented government intervention in business, underdeveloped capital markets, low competition among firms and polarized labor markets. The study explains how these characteristics shape the definition of value and firm strategies to capture value in international markets, and provides examples from firms in different industries.
Originality/value
This study applies a value creation and capture perspective to international business in Latin America, allowing for the simultaneous consideration of macrolevel institutional characteristics and microlevel variation in decision-making regarding internationalization strategies. This perspective not only helps to distinguish Latin American EMNCs from companies from other emerging market contexts, but also explains the considerable variation in the internationalization strategies of firms within the region.
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The purpose of this paper is to test a theoretically derived representation of a relationship management capability. The relationship management capability architecture developed…
Abstract
Purpose
The purpose of this paper is to test a theoretically derived representation of a relationship management capability. The relationship management capability architecture developed from the literature integrated theory on dynamic capabilities, the resource‐advantage theory of competition, and prior capability research in innovation and information technology management.
Design/methodology/approach
The second‐order constructs of relationship infrastructure, relationship learning and relationship behaviour argues to represent a relationship management capability (RMC) was assigned measures adapted from the literature, and pilot tested with industry consultants. The final questionnaire was sent to senior executives responsible for customer relationship management in manufacturing and business service firms in the UK. The structural model representing the RMC was shown to be robust with a comparative fit index of 0.91.
Findings
Although the low response rate and the subjectiveness of respondents encourage caution in interpreting the research findings, the results suggest that relationship management systems, implemented through collaborative and flexible behaviours, and renewed through adaptive and generative knowledge derived from experience and challenging current relationship management assumptions, are key dimensions of a RMC.
Originality/value
This framework advances and tests a new theoretical perspective of a relationship management capability that incorporates a capacity for renewal. In addition, it provides managers with a tool to evaluate their organisation's relationship management capability at key stakeholder interfaces on attributes that define relationship infrastructure, relationship learning and relationship behaviour, as this capability is renewed over time.
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Sally Riad and Urs Daellenbach
Value is one of the most central concepts in mergers and acquisitions (M&As); however, a broad and systematic examination of value’s various connotations and respective uses is…
Abstract
Value is one of the most central concepts in mergers and acquisitions (M&As); however, a broad and systematic examination of value’s various connotations and respective uses is yet to be developed. The chapter canvasses wider theory on value and illustrates how its varieties across economics and ethics share common roots through which they supplement each other. It reviews how these forms of value have been used in research on M&As. Studies in strategic management have predominantly used ‘value’ to address shareholder value or have left it undefined by assuming a common understanding of value creation. Research in organisational behaviour and human resources has addressed ‘values’, often through culture, but the focus is largely with the utility of values to value. The authors outline an agenda for future research on value(s) in M&As, whereby it is theorised in integrative, relational, dynamic and pluralistic terms. Studies need to: (i) clearly articulate value(s): for whom? how? and to what effect?; (ii) examine value relations in both social and economic terms, and address the value(s) that are good for a range of internal and external stakeholders; (iii) recognise that at the heart of both value and values are processes and practices of evaluation whereby value(s) are regenerated through multiple contextual positions and contingent relationships, and (iv) explicate the contestation that shapes which values ought to be valued and articulate the ethics inherent in the varieties and values of value and their consequences for a range of M&A constituents.
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