Search results
1 – 10 of over 18000While it is widely recognized that firms in an era of technological ferment exist under conditions of significant uncertainty and ambiguity, little is known about the exact…
Abstract
While it is widely recognized that firms in an era of technological ferment exist under conditions of significant uncertainty and ambiguity, little is known about the exact processes through which firms explore their ideas and resolve uncertainty. Arguing that our understanding of the era of ferment is much less developed than other aspects of the technology life cycle, we examine the micro-dynamics of technology-based entrepreneurial firms during this period. We focus on the role of purposeful experimentation as a key form of learning for start-ups firms in the era of ferment. Our approach contrasts with the prevailing view in the literature in which the era of ferment is characterized by extensive experimentation across firms, with each firm representing a single data point in an industry-level experiment. It also extends the learning literature by focusing on start-ups and taking the perspective that learning can encompass purposeful experimentation as well as local search and chaotic adaptation in the era of ferment. Building on the literature on experimental design, we propose a definition and taxonomy of purposeful experimentation. The taxonomy defines the experimental landscape as having three domains – technological, product and business model; and two dimensions – degree of simultaneity and degree of parameter manipulation. We examine this framework using data from a technology-based start-up and find evidence for purposeful experimentation as a key element of the firm’s learning strategy. We also highlight the organizational constraints and challenges that are associated with experimentation. Our findings emphasize the importance of entrepreneurial action, choice and internal experimentation processes.
Carolina Lopez-Nicolas, Shahrokh Nikou, Francisco-Jose Molina-Castillo and Harry Bouwman
By drawing on various theoretical approaches and a gender perspective, this paper aims to examine business model (BM) experimentation as a step towards BM experimentation…
Abstract
Purpose
By drawing on various theoretical approaches and a gender perspective, this paper aims to examine business model (BM) experimentation as a step towards BM experimentation capabilities as an outcome and, as such, a key antecedent to firm performance.
Design/methodology/approach
In this paper, using a unique data set of 444 European small and medium-sized enterprises (SMEs), the authors draw on various theoretical perspectives to devise a structural equation model that examines BM experimentation as a step towards business model innovation (BMI) as an outcome and, as such, a key antecedent to firm performance. Potential differences are examined between female-owned and non-female-owned businesses with regard to hypothesized relations.
Findings
Multi-group analysis results reveal that drivers of BM experimentation and the paths linking BM experimentation to overall firm performance are different for female owners in comparison to male owners.
Research limitations/implications
Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance.
Practical implications
Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance.
Originality/value
Despite the increasing number of papers focussing on the relationship between BM and firm performance, the focus on female entrepreneurship, gender differences and BMI, more specifically the process of BMI as BM experimentation, is relatively rare.
Details
Keywords
Martin Brynskov, Adriënne Heijnen, Mara Balestrini and Christoph Raetzsch
The purpose of this paper is to discuss how experimentation with open Internet of Things data can be institutionalised in an inclusive manner at scale.
Abstract
Purpose
The purpose of this paper is to discuss how experimentation with open Internet of Things data can be institutionalised in an inclusive manner at scale.
Design/methodology/approach
The approach is conceptual, addressing key challenges discussed in the literature on experimental cities. This exposition of the problem of scaling experimentation is anchored in findings from two projects (Dampbusters and OrganiCity), which seek to implement experimentation as a practice of sustainable digital urban development.
Findings
One central finding is that local interventions need transferable frameworks and mechanisms to achieve scaling effects of experimentation as a practice. In addition, experimentation must embed common engagement principles, structures of data and interfaces, and governance principles across use cases to be scaled.
Originality/value
The authors outline how and why experimentation can be a useful approach to address challenges of implementing urban informatics into concrete uses and procedures for co-creation. Based on reports from two projects, the authors develop recommendations for experimentation at scale that reflect the need for engagement principles, the need for common data structures and interfaces, as well as governance principles.
Details
Keywords
Nancy Bocken and Jan Konietzko
To meet their ambitious targets for a circular economy, multinationals need to speed up their innovation efforts. This requires experimentation capability. But it is not clear…
Abstract
Purpose
To meet their ambitious targets for a circular economy, multinationals need to speed up their innovation efforts. This requires experimentation capability. But it is not clear what this capability entails, and how companies can build it. The purpose of this paper is to give companies guidance on how they might develop experimentation capability for the circular economy.
Design/methodology/approach
We conduct in-depth interviews with innovators in frontrunner multinationals, H&M, IKEA and Philips. We use the Gioia method to analyse our data.
Findings
This article identifies novel institutional, strategic, and operational actions that build experimentation capability for a circular economy.
Practical implications
The identified actions help innovation managers experiment and speed up their innovation efforts for a circular economy.
Social implications
To reverse environmental degradation, multinationals need to transform their dominant linear take-make-waste business models. This research provides actions that help them organize this transformation.
Originality/value
This article is based on extensive research with leading multinationals and reveals novel insights on how to innovate for a circular economy.
Details
Keywords
In this interview with Harvard innovation expert Stefan H.Thomke about his latest book, Experimentation Works: The Surprising Power of Business Experiments, he pays tribute to the…
Abstract
Purpose
In this interview with Harvard innovation expert Stefan H.Thomke about his latest book, Experimentation Works: The Surprising Power of Business Experiments, he pays tribute to the scientific method and “the engine that has powered” it over the centuries, the “humble experiment.”
Design/methodology/approach
Professor Thomke anticipates a burgeoning role for business experimentation, one that it is already playing across the value chain, particularly in leading online companies.
Findings
Digital experimentation tools have the potential to revolutionize a company’s R&D, but they can also transform entire industries by shifting experimentation–and thus product innovation–to users and customers.
Practical implications
The ability to access large customer samples, to automatically collect huge amounts of data about user interactions on websites and apps, and to run concurrent experiments gives companies an unprecedented opportunity to evaluate many ideas quickly, with great precision, and at a negligible cost per additional experiment.
Originality/value
Product development is being transformed by rapid experimentation: all aspects of software–including user interfaces, security applications and back-end changes–can now be subjected to A/B tests.
Some organizations are responding to the opportunity of innovation, while others are not. Harvard innovation expert Stefan H. Thomke says a key reason for the slow pace of…
Abstract
Purpose
Some organizations are responding to the opportunity of innovation, while others are not. Harvard innovation expert Stefan H. Thomke says a key reason for the slow pace of innovation is that most organizations lack "a culture of experimentation." In this article the author explains the impediments to establishing such a culture. 10;
Design/methodology/approach
In his latest book, Experimentation Works: The Surprising Power of Business Experiments, 10;Thomke says, to create a culture of experimentation, firms need “a new model of leadership,” which cultivates curiosity, emphasizes data-informed decisions, experiments ethically, sets grand challenges and establishes systematic training and support for rapid experimentation. Those are all positive steps in the direction of creating a culture of experimentation.
Findings
But they won’t be enough because the underlying management model of most big organizations is explicitly aimed at preventing the very kind of experimentation that Thomke is recommending.
Practical implications
In a digital world, technology has made it radically simpler and quicker and cheaper to carry out and evaluate multiple experiments. The whole organization needs to become an organic living network of high-performance teams. In such firms competence resides throughout the organization and that innovation can and must come from anywhere. 10;
Originality/value
An important discussion of how top down managements squelch experimentation and thus throttle innovation.
Anne Douglas and Melehat Nil Gulari
The purpose of this paper is to address the following questions: in what sense does experimentation as improvisation lead to methodological innovation? What are the implications…
Abstract
Purpose
The purpose of this paper is to address the following questions: in what sense does experimentation as improvisation lead to methodological innovation? What are the implications of artistic experimentation as improvisation for education and learning?
Design/methodology/approach
The paper tracks the known concept within research of “experimentation” with a view to revealing how practice-led research in art works distinctively with experimentation. It proposes experimentation as improvisation drawing on a research project Sounding Drawing 2012 as an example. The paper situates art experimentation as improvisation in art (Cage, 1995) anthropology (Hallam and Ingold, 2007; Bateson, 1989) and the theoretical work of Arnheim (1986) on forms of cognition.
Findings
Arts research as improvisation is participatory, relational and performative retaining the research subject in its life context. The artist as researcher starts with open-ended critical questions for which there are no known methods or immediate answer. By setting up boundary conditions from the outset and understanding the situatedness and contingencies of those conditions, the artist as improviser seeks ways of not only avoiding chaos and the arbitrary but also being trapped by what is already known.
Originality/value
This approach is important within and beyond the arts because it consciously draws together different forms of cognition – intuition and relational knowledge and also sequential knowledge. It is also significant because it offers a different epistemology in which new knowledge emerges in the relationship between participants in the research taking form in co-creation. These qualities all position improvisation as a research paradigm and a counterpoint to positivism.
Details
Keywords
Julian Birkinshaw and Maya Gudka
Many theories have been proposed to understand and improve the process of leadership development. One useful way to structure the literature is around three complementary…
Abstract
Purpose
Many theories have been proposed to understand and improve the process of leadership development. One useful way to structure the literature is around three complementary perspectives, briefly summarized as the “knowing, doing and being” dimensions of leadership. While the complementarities between these perspectives have been discussed, the mechanisms by which they are linked are less clear. The purpose of this paper is to examine the role of experimentation as one such mechanism.
Design/methodology/approach
Building on interviews and prior literature, the authors argue that experimentation consists of two processes: task-prototyping focused on the work overseen by the leader and self-prototyping focused on how the leader relates to others. This study proposes a theoretical framework linking experimentation to action-taking (e.g. being entrepreneurial and taking on challenging assignments), which in turn links to leader effectiveness. The authors test the hypotheses on two groups of leaders (481 business school alumni and 310 financial services leaders).
Findings
The authors find evidence that both forms of experimentation provide significant explanatory power in understanding why some individuals engage in higher levels of action-taking than others. Additionally, their study confirms the central role of action-taking in leadership development.
Originality/value
Conceptually, this study distinguishes two dimensions of experimentation and their connection to action-taking, knowledge development and identity development. Empirically, the authors show that these two experimentation activities were significant predictors of action-taking, even after controlling for all other factors, and that action-taking (along with self-prototyping) was an important predictor of leader effectiveness. The results offer a practical framework for leadership and development professionals to use in designing and evaluating leadership development activities.
Details
Keywords
The research analyzes good practices in health care “management experimentation models,” which fall within the broader range of the integrative public–private partnerships (PPPs)…
Abstract
Purpose
The research analyzes good practices in health care “management experimentation models,” which fall within the broader range of the integrative public–private partnerships (PPPs). Introduced by the Italian National Healthcare System in 1991, the “management experimentation models” are based on a public governance system mixed with a private management approach, a patient-centric orientation, a shared financial risk, and payment mechanisms correlated with clinical outcomes, quality, and cost-savings. This model makes public hospitals more competitive and efficient without affecting the principles of universal coverage, solidarity, and equity of access, but requires higher financial responsibility for managers and more flexibility in operations.
Methodology/approach
In Italy the experience of such experimental models is limited but successful. The study adopts the case study methodology and refers to the international collaboration started in 1997 between two Italian hospitals and the University of Pittsburgh Medical Center (UPMC – Pennsylvania, USA) in the field of organ transplants and biomedical advanced therapies.
Findings
The research allows identifying what constitutes good management practices and factors associated with higher clinical performance. Thus, it allows to understand whether and how the management experimentation model can be implemented on a broader basis, both nationwide and internationally. However, the implementation of integrative PPPs requires strategic, cultural, and managerial changes in the way in which a hospital operates; these transformations are not always sustainable.
Originality/value
The recognition of ISMETT’s good management practices is useful for competitive benchmarking among hospitals specialized in organ transplants and for its insights on the strategies concerning the governance reorganization in the hospital setting. Findings can be used in the future for analyzing the cross-country differences in productivity among well-managed public hospitals.
Details
Keywords
Christopher Ansell, Eva Sørensen and Jacob Torfing
This chapter goes into more detail about how experimentation can be used as a strategy of innovation and how cocreation can support this strategy. It first draws out lessons from…
Abstract
This chapter goes into more detail about how experimentation can be used as a strategy of innovation and how cocreation can support this strategy. It first draws out lessons from research on sustainability transitions, design thinking, and grassroots innovation for the development of experimentation. Prototyping is found to be a particularly valuable strategy for cocreating experimentation because it allows stakeholders to develop low-cost designs and to quickly improve them based on group feedback. A range of prototyping strategies are available to cocreators, ranging from mock ups to pilot projects. Finally, the chapter examines how to support, scale and diffuse cocreated experiments.
Details