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1 – 10 of 14Constantin Bratianu, Alexeis Garcia-Perez, Francesca Dal Mas and Denise Bedford
The aim of this commentary is to encourage service researchers to reflect on the state of the field as it pertains to the academia–industry intersection. The author puts forth a…
Abstract
Purpose
The aim of this commentary is to encourage service researchers to reflect on the state of the field as it pertains to the academia–industry intersection. The author puts forth a call to action to continue the work of the field’s founders in developing the foundations of the field and to carry the models and frameworks of the field deeper into industry practice.
Design/methodology/approach
Personal reflections and in-depth interviews.
Findings
The services discipline is based on foundational theories, models and frameworks developed, in part, as a response to needs expressed by industry. The development of these frameworks has not progressed to the level and format needed by industry, and the field is increasingly operating in silos. Resultantly, the services marketing domain has not developed its foundations to the level of depth needed to answer the call for “assistance” made by Shostack (1977).
Research limitations/implications
The author encourages researchers to build a next set of paradigmatic foundations that broaden the field as a truly interdisciplinary endeavor and deepen its impact in industry. To accomplish these goals, it will be necessary to question original theoretical frameworks and show situations in which they require modification.
Originality/value
This work suggests that researchers may be overemphasizing the silo aspects of the field and underestimating the lack of completeness of the service science field.
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John Thomas Flynn and Lloyd Levine
A quick search of the headlines of major newspapers reveals a treasure trove of technology procurement gone wrong. While the private sector seems to adopt and implement new…
Abstract
A quick search of the headlines of major newspapers reveals a treasure trove of technology procurement gone wrong. While the private sector seems to adopt and implement new technology seamlessly and quickly to deliver for customers, the government struggles to accomplish technology purchases and integrations with the same ease. As governments in the United States are looking to retain their current workforce and attract the next generation of workers, the technological capabilities and ethos of governments will be paramount. With nearly every industry being transformed by technology and Generation T being the first generation to have an ingrained “technology first” mindset, the ability of governments to attract these workers depends, in large part, on the ability to transform their government technology culture, policies, and practices.
In this chapter, the authors examine the administrative branch and observe two key components at the root of most technology failures: poor organizational structure in the bureaucracy and the lack of an empowered Chief Information/Technology Officer. Building upon case studies from Massachusetts and California, this chapter looks at the factors related to failure or success to understand the technology procurement culture. The chapter concludes by presenting four key “best practice” principles of public policy and administration that can be implemented by almost any governmental entity to improve their acquisition and implementation of technology.
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Vickie Cox Edmondson, Mostaque A. Zebal, Faye Hall Jackson, Mohammad A. Bhuiyan and Jack Crumbly
The purpose of this paper is to set forth a conceptual model describing the actors and roles in ecosystems created to enable productive black entrepreneurship in the USA.
Abstract
Purpose
The purpose of this paper is to set forth a conceptual model describing the actors and roles in ecosystems created to enable productive black entrepreneurship in the USA.
Design/methodology/approach
This paper provides a systematic literature review of entrepreneurship ecosystems. It further leverages such literature review by using an autoethnographic approach recommended by Guyotte and Kochacka (2016), drawing on the authors’ practical experience in studying, owning, educating or consulting employer businesses owned by persons of color in the USA and abroad.
Findings
Each actor in the ecosystem has practical wisdom and assets that can be shared and leveraged through interacting with the other actors either as role model institutions or capacity development institutions, thus mitigating social inequalities and boosting economic progress by extending entrepreneurial opportunities beyond those that are greatly resourced.
Research limitations/implications
Our literature review is based on selected samples of relevant articles on entrepreneurship ecosystem research and ethnic minority entrepreneurship, and thus, is not exhaustive. The selection was partly influenced by the authors’ opinion of whether a given study was relevant or not to a black entrepreneurship ecosystem. There is the possibility that some relevant studies were excluded. Thus, other actors are encouraged to revise or adapt this model to inform their distinct roles and goals.
Practical implications
The proposed model can help actors involved in the operation or support of a black-owned business make optimal business decisions, enabling each actor to be instrumental in another’s understanding of how to facilitate the success of black American entrepreneurs and business owners and thus, deploy marketing campaigns to boost the visibility and role of each actor. These campaigns play a role in their entrepreneurial marketing efforts.
Originality/value
Responding to Gines and Sampson’s (2020) call, to the best of the authors’ knowledge, this paper is the first to explicitly provide a comprehensive black entrepreneurship ecosystem model that identifies the actors, roles and activities that can help black Americans address social inequalities that limit their ability to become a successful employer business. The proposed model may aid in deepening the theoretical discussion on entrepreneurial ecosystems and be of inspiration for the future works of scholars and practitioners interested in the entrepreneurship and marketing interface.
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Abhishek Gupta and Lalatendu Kesari Jena
This paper aims to introduce two draft concepts, spiritual self-managed teams and holacracy, as solutions for reducing the friction within neo-enterprises and the issues of…
Abstract
Purpose
This paper aims to introduce two draft concepts, spiritual self-managed teams and holacracy, as solutions for reducing the friction within neo-enterprises and the issues of hierarchical leadership dynamics and mindset present within orthodox organizations’ structures and communications and they help businesses to grow further, achieve their goals, and become self-sustainable.
Design/methodology/approach
To counter the popular maxim, “management and leadership are what cause many problems for organizations and its people,” the authors argue for six novel propositions constructed around the two draft concepts following a critical review and meta-analysis of notable business/leadership cases, presented in a narrative-based descriptive style.
Findings
This article presents a list of novel propositions for entrepreneurs, managers and researchers who may investigate further and possibly test it in organizations. The findings merit opening new frontiers for perceiving leadership, group dynamics and decision-making in organizations using spiritual ideas.
Originality/value
Adopting the paper’s content can benefit organizations’ management, efficiency and sustainability. Implementation of the two novel concepts – spiritual self-managed teams and holacracy – and their combination can significantly reduce friction within organizations’ structures and communications.
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Keywords
- Spirituality
- Self-managed teams
- Organizational structure
- Human resource management
- Organizational behavior
- Espiritualidad
- Equipos autogestionados
- Estructura organizacional
- Gestión de recursos humanos
- Comportamiento organizacional
- Espiritualidade
- Equipes autogestionadas
- Estrutura organizacional
- Gestão de recursos humanos
- Comportamento organizacional
Eva Posch, Elena Eckert and Benni Thiebes
Despite the widespread use and application of resilience, much uncertainty about the conceptualization and operationalization in the context of tourism destinations still exists…
Abstract
Purpose
Despite the widespread use and application of resilience, much uncertainty about the conceptualization and operationalization in the context of tourism destinations still exists. The purpose of this paper is to provide a conceptual elaboration on destination resilience and to introduce a model for an improved understanding of the concept.
Design/methodology/approach
Taking a conceptual research approach, this paper seeks to untangle the fuzziness surrounding the destination and resilience concept by providing a new interpretation that synthesizes theories and concepts from various academic disciplines. It analyses the current debate to derive theoretic baselines and conceptual elements that subsequently inform the development of a new “Destination Resilience Model”.
Findings
The contribution advances the debate by proposing three key themes for future resilience conceptualizations: (1) the value of an actor-centered and agency-based resilience perspective; (2) the importance of the dynamic nature of resilience and the (mis)use of measurement approaches; (3) the adoption of a dualistic resilience perspective distinguishing specified and general resilience. Building on these propositions, we introduce a conceptual model that innovatively links elements central to the concepts of destination and risk and combines different narratives of resilience.
Originality/value
The contribution advances the debate surrounding destination resilience by critically examining the conceptualization and operationalization of destination resilience within previous research and by subsequently proposing a “Destination Resilience Model” that picks up central element of the three new frontiers identified in the conceptually driven review. The innovative integration strengthens the comprehension of the resilience concept at destination level and supports building future capacities to manage immediate adverse impacts as well as novel and systemic risks.
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Nitin Pangarkar and Rohit Prabhudesai
This paper argues that when incumbent firms counter disruptive threats head-on, they may fail to develop the required new skills. This paper aims to propose an adjacent strategy…
Abstract
Purpose
This paper argues that when incumbent firms counter disruptive threats head-on, they may fail to develop the required new skills. This paper aims to propose an adjacent strategy which proved useful to Fujifilm to counter disruption of its core business of manufacturing photographic film.
Design/methodology/approach
The study uses an inductive methodology. Based on a detailed case study of Fujifilm, the study proposes two frameworks: for the conditions under which an adjacent strategy is likely to be fruitful and how firms can make the strategy work in their organizations.
Findings
The study finds that an adjacent strategy can be useful to firms under specific circumstances. Not only will the strategy help to counter decline in the core business, but it will also open up new avenues of growth. The success of the strategy requires significant efforts in aligning the leadership and the organization, however.
Practical implications
The frameworks proposed in the study can be useful to incumbent firms in many industries as they battle new disruptive business models and players.
Originality/value
The study’s key argument that incumbent firms can leverage skills from their core business is novel. The study also proposes frameworks that can help firms decide whether an adjacent strategy is appropriate for them and how they can implement it.
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Chengcheng Song and Echo Lei Wang
The paper examines the key driving factors behind the rapid and uneven growth of social enterprises in China based on Kerlin’s Macro-Institutional Social Enterprise (MISE) model…
Abstract
Purpose
The paper examines the key driving factors behind the rapid and uneven growth of social enterprises in China based on Kerlin’s Macro-Institutional Social Enterprise (MISE) model of social enterprise development, with an emphasis on testing key local institutional factors.
Design/methodology/approach
The study adopts the quantitative method approach. The hypotheses have been tested based on a cross-regional empirical analysis with two national datasets on China.
Findings
This study shows that among the state, market and civil society, local government support in terms of favorable policies is the sole determinant factor driving China’s social enterprise growth. On the other hand, the market is irrelevant and local civil society impedes social enterprise growth. This demonstrates that the current growth model is the result of government intervention.
Research limitations/implications
The datasets have a limited sample size. We suggest that future studies may collect a larger sample size with more comprehensive information. We think this study will encourage more comparative qualitative studies at the local level to reveal the underlying mechanisms of growth.
Practical implications
Since government policy is the determinant factor, the quality and quantity of government-backed incubation programs and platforms would matter the most for social enterprise growth. Our study also helps social entrepreneurs understand what factors matter when they try to develop social enterprises in China. They are advised to work on aspects of gaining legal legitimacy and political support in order to grow the sector.
Social implications
This conclusion suggests that professionals and practitioners should review the implications of the current growth of social enterprises in China, in terms of their sustainability, given their institutional isolation from other sectors.
Originality/value
Current studies have yet to thoroughly explore the role of meso- and micro-institutional factors in social enterprise development, especially in different contexts. With reference to Kerlin’s framework and the tri-sector model, this paper advances the understanding of social enterprise growth in China.
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