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1 – 10 of 96Paola Maria Anna Paniccia, Gianpaolo Abatecola and Silvia Baiocco
How does the interaction between time and knowledge affect the evolution of organizations? Past research in organizational evolution has mostly investigated time and knowledge as…
Abstract
Purpose
How does the interaction between time and knowledge affect the evolution of organizations? Past research in organizational evolution has mostly investigated time and knowledge as two separate variables. In contrast, theoretical perspectives integrating these variables are still seemingly scant. The authors believe that filling this literature gap needs attention. Thus, this study aims to contribute by developing a conceptual framework.
Design/methodology/approach
This is a conceptual study. The framework is centred on the concept of “co-evolutionary time”, which the authors explain through a business example from the tourism industry. Supported by a narrative-based style, from a methodological point of view the framework is featured by the attempt to synthesize specific, extant literature into new theoretical development.
Findings
As its main theoretical contribution, the co-evolutionary time suggests how firms can adapt in a way that, from an evolutionary perspective, proves fitting both in terms of contents and methods, thus opening possibilities for new long-term social construction and reconstruction. As its main practical contribution, co-evolutionary time can constitute not only a temporary source of organizational success and competitive advantage but also an agent of enduring change and long-term business survival.
Originality/value
As its main novelty, the framework is developed through merging two literature streams. In particular, the authors first consider the literature about time, with a focus on its objective and subjective dimensions. The authors then consider the literature about organizational evolution, with a focus on the co-evolutionary nature of the firm/environment relationship.
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Svitlana Ostapenko, Ana Paula Africano and Raquel Meneses
This study aims to systematise the links between firms’ strategies (corporate and business) and the cluster dynamics (through the cluster life cycle [CLC] perspective) and propose…
Abstract
Purpose
This study aims to systematise the links between firms’ strategies (corporate and business) and the cluster dynamics (through the cluster life cycle [CLC] perspective) and propose an integrative framework bridging firms’ strategic behaviour and cluster dynamics (CLC).
Design/methodology/approach
The methodology used is an integrative literature review, which provides a distinctive form of research.
Findings
The study identifies several links between firms’ strategies (corporate and business) and the cluster dynamics (CLC), namely: (1) firms’ strategies as a triggering factor of cluster evolution; (2) firms’ strategies and path's decline; (3) firms’ strategies and cluster’s renewal; (4) resilience strategies and the cluster life cycle; and (5) cluster’s features and firms’ strategies.
Research limitations/implications
This study contributes to developing strategic management theory and cluster theory by bridging firms' strategies and cluster dynamics (CLC). It proposes a new conceptualisation of the impact of cluster dynamics on firms' strategic choices – firstly, it proposes a specific approach to identify the CLC; and secondly, it develops an integrative framework model that relates firms' strategies and each stage of the CLC. These are theoretical tools relevant for further advancements in this area of research, as they can be applied in studies of different clusters for validation, something that was not done.
Practical implications
The integrative framework is expected to be helpful to company managers, allowing them to design better strategies that account for dynamic cluster environments.
Originality/value
This study aims to fill this gap in the literature by systematising the links between firms' strategies (corporate and business) and the cluster dynamics (CLC).
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Johanna Stöhr and Christian Herzig
This paper examines the socio-ecological co-evolution and transformation of organic pioneers and the organic food market from a politically structuring actor perspective. It aims…
Abstract
Purpose
This paper examines the socio-ecological co-evolution and transformation of organic pioneers and the organic food market from a politically structuring actor perspective. It aims to identify strategies and activities used to contribute to the change of structures in the organic market and how the companies, in turn, reacted to the structural influence of the changing environment to position their company successfully in the market.
Design/methodology/approach
This study is based on interviews with four managing directors who were responsible over several decades for the strategic corporate management of the pioneer companies they founded as (or converted to) organic. Content analysis was used to analyse the data.
Findings
Strategic challenges regarding building up, maintaining and using resources, shaping actor constellations, and professionalising management are explained. The analysis demonstrates that also small pioneers have the possibilities and scope to influence and change markets and structures.
Originality/value
The results are significant for developing sustainable transformation strategies for markets, considering the interaction of the micro and meso-levels over time and the role of small businesses that might be struggling with growth and loss of values. The study answers recent calls in the literature to empirically investigate sustainability transformations from a practice perspective and gain insights into the roles of corporate actors.
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The purpose of this paper is to examine how entrepreneurship culture affects start-up and venture capital co-evolution during the early evolution of an entrepreneurial ecosystem…
Abstract
Purpose
The purpose of this paper is to examine how entrepreneurship culture affects start-up and venture capital co-evolution during the early evolution of an entrepreneurial ecosystem (EE) and its ability to foster the emergence of ambitious entrepreneurship as an outcome of its activity. Unlike studies that capture entrepreneurship culture at the national level, this study focusses specifically on the culture of venture capital-financed entrepreneurship and understanding its implications to the development of venture capital markets and successful firm-level outcomes within ecosystems.
Design/methodology/approach
Relying on EE and organisational imprinting theory, this study specifies characteristics of venture capital-financed entrepreneurship of Silicon Valley to illustrate the American way of building start-ups and examine whether they have as imprints affected to the entrepreneurship culture and start-up and venture capital co-evolution in Finland during the early evolution of its EE between 1980 and 1997.
Findings
The results illustrate venture capital-financed entrepreneurship culture as a specific example of entrepreneurship culture beneath the national level that can vary across geographies like the findings concerning Finland demonstrate. The findings show that this specific culture matters through having an impact on the structural evolution and performance of EEs and on the ways how they deliver or fail to deliver benefits to entrepreneurs.
Originality/value
The results show that venture capital-financed entrepreneurship and the emergence of success stories as outcomes of start-up and venture capital co-evolution within an EE are connected to a specific type of entrepreneurship culture. This paper also contributes to the literature by connecting the fundamentals of organisational imprinting to EE research.
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Sergio Takahashi and Vania Passarini Takahashi
The purpose of this paper is to study the organizational processes in co-creation with multiple stakeholders within the scope of innovation networks. It consists of analyzing the…
Abstract
Purpose
The purpose of this paper is to study the organizational processes in co-creation with multiple stakeholders within the scope of innovation networks. It consists of analyzing the necessary adaptation of organizational processes and to structure a proposal of an integrated process.
Design/methodology/approach
This paper is a review article, an analysis of relevant articles in the areas of co-creation with multiple stakeholders, innovation networks, dynamic capabilities and organizational aspects linked to network organization which reflect on the main differences by relating them to the relevant literature.
Findings
Identification of related processes: Innovation development, knowledge integration/sharing, Co-evolution, Value Co-creation, Value Capture, Stakeholders capabilities, and elements of an integrated process in an innovation network.
Originality/value
Proposition of an integrated co-creation process with multiple stakeholders in an innovation network based on dynamic capabilities with the elements of literature and an analysis of the model variables. This process makes it possible, before reconfiguring the network itself, to create and to define the Project in an integrated manner. They also promote an evolution in the commitment, in the relationship and in the sharing of knowledge among the stakeholders and in the anticipation and evaluation by the stakeholders.
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Maria Vincenza Ciasullo, Francesco Polese, Raffaella Montera and Luca Carrubbo
The purpose of this paper is to understand the strategic management of a technology-enabled shift from a product-centric to a service-centric logic and to identify the…
Abstract
Purpose
The purpose of this paper is to understand the strategic management of a technology-enabled shift from a product-centric to a service-centric logic and to identify the sociotechnical dynamics underlying this transition. The study focuses on how manufacturers manage to create value in industrial markets through digital servitization.
Design/methodology/approach
An abductive research approach is used to investigate two manufacturing firms, and an interpretive framework is used as an analytical template. A cross-case analysis is conducted.
Findings
The case companies strategically managed sociotechnical processes of digitization to co-create value. Their service orientation delineates dissimilarity in terms of digital servitization. It reflects a viable ecosystem that moves toward datatization through adaptation in one case and a viable ecosystem that moves toward digitization through reconfiguration in the other case.
Practical implications
A theoretically grounded, empirically informed framework is proposed to detect transformational mechanisms to manage value co-creation in digitally servitized contexts, thus contributing to ecosystem viability.
Originality/value
This is the first study to adopt a system perspective such as the viable system approach combined with service-dominant logic to reconceptualize the overall sociotechnical processes and the underlying mechanisms leading to digitized value creation. In line with a systems view and a systematic process based on a transformative attitude toward digital servitization, the empirically informed framework identifies specific co-creation activities and recursive feedback loops.
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Matteo Rossi, Giuseppe Festa, Armando Papa, Ashutosh Kolte and Rossana Piccolo
Institutional venture capitalists (IVCs) and corporate venture capitalists (CVCs) deploy analogous activities but adopt different approaches to financing innovation and value…
Abstract
Purpose
Institutional venture capitalists (IVCs) and corporate venture capitalists (CVCs) deploy analogous activities but adopt different approaches to financing innovation and value creation for venture-backed firms. Thus, this paper aims to investigate their potential ambidexterity as a result of knowledge management (KM) strategies and processes.
Design/methodology/approach
After a focused literature review showing evidence of KM behaviors as a source of potential ambidexterity for IVCs and CVCs, descriptive, inferential and discriminant analyses on the 15 most active IVCs and CVCs in the world in 2019 are presented. Correlations between numbers of deals, prevailing entrepreneurial intensity and potential ambidexterity are investigated.
Findings
Specific differences are analyzed from a KM perspective, revealing that the number/percentage of operations per round can result as a misleading criterion of knowledge accumulation. Finally, a theoretical model for ambidexterity for venture capitalists is developed.
Originality/value
The study shows that IVCs act with greater investment capacity because of their organizational structure and purpose and focus on financial goals; moreover, they are ambidextrous, although their exploration may more frequently entail exploitation than “real” exploration. CVCs tend to invest in sectors related to their core business, coherent with their strategic purpose and more oriented with KM strategies for accumulating intellectual capital.
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