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1 – 10 of 186Christopher Ansell, Eva Sørensen and Jacob Torfing
This chapter explains how cocreation can be supported by establishing platforms, which provide knowledge, resources, and opportunities for local actors to come together in…
Abstract
This chapter explains how cocreation can be supported by establishing platforms, which provide knowledge, resources, and opportunities for local actors to come together in cocreation arenas. Platforms make it easy for local actors to connect, interact, and engage in productive joint activity. The chapter provides an overview of different types of platforms and describes their distinctive organizing logic, which includes mediating the relationship between different stakeholders, scaffolding their joint action, and leveraging their capacity for change. The chapter identifies important platform dynamics, such as attractor and amplifier effects, synergy, scaling, and social learning, that enable them to successfully support cocreation. Finally, the chapter discusses how platforms themselves can be designed to enhance these dynamics.
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Christopher Ansell, Eva Sørensen and Jacob Torfing
This chapter examines the translation of generic global goals into local action. It first discusses the translation of global goals into national agendas and the challenges of…
Abstract
This chapter examines the translation of generic global goals into local action. It first discusses the translation of global goals into national agendas and the challenges of localizing the goals. Localizing the goals is essential for ensuring that the SDGs reflect local needs, norms, and values, thus ensuring that local actors find them relevant and meaningful. The chapter argues that cocreation is a key vehicle for the localization of the SDGs and identifies the key benefits that arise from using cocreation as a localization strategy. Cocreation can foster the will and capacity for local governments and communities to advance the cause of sustainability. Cocreation can help communities integrate the sustainable development goals, identify hidden resources, build support networks, create social accountability, etc.
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Orlando Troisi, Anna Visvizi and Mara Grimaldi
Industry 4.0 defines the application of digital technologies on business infrastructure and processes. With the increasing need to take into account the social and environmental…
Abstract
Purpose
Industry 4.0 defines the application of digital technologies on business infrastructure and processes. With the increasing need to take into account the social and environmental impact of technologies, the concept of Society 5.0 has been proposed to restore the centrality of humans in the proper utilization of technology for the exploitation of innovation opportunities. Despite the identification of humans, resilience and sustainability as the key dimensions of Society 5.0, the definition of the key factors that can enable Innovation in the light of 5.0 principles has not been yet assessed.
Design/methodology/approach
An SLR, followed by a content analysis of results and a clustering of the main topics, is performed to (1) identify the key domains and dimensions of the Industry 5.0 paradigm; (2) understand their impact on Innovation 5.0; (3) discuss and reflect on the resulting implications for research, managerial practices and the policy-making process.
Findings
The findings allow the elaboration of a multileveled framework to redefine Innovation through the 5.0 paradigm by advancing the need to integrate ICT and technology (Industry 5.0) with the human-centric, social and knowledge-based dimensions (Society 5.0).
Originality/value
The study detects guidelines for managers, entrepreneurs and policy-makers in the adoption of effective strategies to promote human resources and knowledge management for the attainment of multiple innovation outcomes (from technological to data-driven and societal innovation).
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Christopher Ansell, Eva Sørensen and Jacob Torfing
This chapter examines how implementation of SDG solutions can be improved through adaptive strategies. Many so-called blueprint strategies are inflexible during implementation and…
Abstract
This chapter examines how implementation of SDG solutions can be improved through adaptive strategies. Many so-called blueprint strategies are inflexible during implementation and underestimate the importance fitting general goals and plans to shifting local needs and contexts. The chapter emphasizes the importance of identifying the specific types of dynamic challenges that will prompt the need for adaptation when implementing sustainability strategies. Adaptive cocreation provides a valuable framework for overcoming traps of various sorts that may block implementation. The problem-driven iterative adaptation (PDIA) model is introduced as one approach to adaptation. PDIA is particularly valuable for achieving bottom-up integration of SDGs and projects. Finally, the chapter considers the importance of social learning as a strategy for collaborative adaptation.
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Silvia Massa, Maria Carmela Annosi, Lucia Marchegiani and Antonio Messeni Petruzzelli
This study aims to focus on a key unanswered question about how digitalization and the knowledge processes it enables affect firms’ strategies in the international arena.
Abstract
Purpose
This study aims to focus on a key unanswered question about how digitalization and the knowledge processes it enables affect firms’ strategies in the international arena.
Design/methodology/approach
The authors conduct a systematic literature review of relevant theoretical and empirical studies covering over 20 years of research (from 2000 to 2023) and including 73 journal papers.
Findings
This review allows us to highlight a relationship between firms’ international strategies and the knowledge processes enabled by applying digital technologies. Specifically, the authors discuss the characteristics of patterns of knowledge flows and knowledge processes (their origin, the type of knowledge they carry on and their directionality) as determinants for the emergence of diverse international strategies embraced by single firms or by populations of firms within ecosystems, networks, global value chains or alliances.
Originality/value
Despite digital technologies constituting important antecedents and critical factors for the internationalization process, and international businesses in general, and operating cross borders implies the enactment of highly knowledge-intensive processes, current literature still fails to provide a holistic picture of how firms strategically use what they know and seek out what they do not know in the international environment, using the affordances of digital technologies.
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Daniel Trabucchi, Tommaso Buganza, Paola Bellis, Silvia Magnanini, Joseph Press, Roberto Verganti and Federico Paolo Zasa
To overcome change management challenges, organizations often rely on stories as means of communication. Storytelling has emerged as a leading change management tool to influence…
Abstract
Purpose
To overcome change management challenges, organizations often rely on stories as means of communication. Storytelling has emerged as a leading change management tool to influence and bring people on sharing knowledge. Nevertheless, this study aims to suggest stories of change as a more effective tool that helps people in taking action toward transformation processes.
Design/methodology/approach
The authors apply design science research to develop and evaluate how writing a prospective story engages organizational actors in the transformation process. The authors test the story-making artifact in a field study with five companies and 115 employees who participated in 75 workshops.
Findings
Using the findings to discuss the role of story-making in facilitating the emergence of new behaviors in transformation processes, the authors link story-making with the opportunity to make change happen through knowledge dissemination rather than merely understanding it.
Research limitations/implications
The authors illustrate the role of iterations, peers and self-criticism that help story-makers embrace sensemaking, developing a shared knowledge based that influence individual actions.
Practical implications
The authors propose the story-making approach that organizations can follow to nurture change to make transformation happen through knowledge cocreation.
Originality/value
The research explores story-making as an individual act of writing prospective stories to facilitate the emergence of new behaviors through shared knowledge.
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Eefje Hendriks and Aaron Opdyke
The purpose of this study is to explore communication of hazard-resistant construction techniques after disaster in the absence of outside influence. It further aims to unpack the…
Abstract
Purpose
The purpose of this study is to explore communication of hazard-resistant construction techniques after disaster in the absence of outside influence. It further aims to unpack the barriers and drivers in the adoption of knowledge processes to identify strategic recommendations to enlarge adoption of safer construction practices by local construction actors.
Design/methodology/approach
This paper is based on an analysis of stakeholders’ perspectives during post-disaster reconstruction in the Philippines in the province of Busuanga after Typhoon Haiyan in 2013. Data were collected from six communities that received no external housing assistance, analyzing surveys from 220 households, 13 carpenters, 20 key actors coordinating reconstruction or recovery efforts, as well as 12 focus group discussions.
Findings
This research argues for a stronger role of governmental agencies, vocational training schools and engineers. Current communication of typhoon-resistant construction knowledge is ineffective to stimulate awareness, understanding and adoption by local construction actors and self-recovering households.
Research limitations/implications
The analysis in this study focuses on a small sample of communities in the west of the Philippines that are not frequently affected by typhoons.
Originality/value
This is one of the few scholarly works in the Philippines focused on adoption of safer construction practices by community-based construction actors when technical housing assistance is absent.
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This paper proposes a theory-based process model for the generation, articulation, sharing and application of managerial heuristics, from their origin as unspoken insight, to…
Abstract
Purpose
This paper proposes a theory-based process model for the generation, articulation, sharing and application of managerial heuristics, from their origin as unspoken insight, to proverbialization, to formal or informal sharing, and to their adoption as optional guidelines or policy.
Design/methodology/approach
A conceptual paper is built using systematic and non-systematic review of literature. This paper employs a three-step approach to propose a process model for the emergence of managerial heuristics. Step one uses a systematic review of empirical studies on heuristics in order to map extant research on four key criteria and to obtain, by flicking through this sample in a moving-pictures style, the static stages of the process; step two adapts a knowledge management framework to yield the dynamic aspect; step three assembles these findings into a graphical process model and uses insights from literature to enrich its description and to synthesize four propositions.
Findings
The paper provides insights into how heuristics originate from experienced managers confronted with negative situations and are firstly expressed as an inequality with a threshold. Further articulation is done by proverbialization, refining and adapting. Sharing is done either in an informal way, through socialization, or in a formal way, through regular meetings. Soft adoption as guidelines is based on expert authority, while hard adoption as policy is based on hierarchical authority or on collective authority.
Research limitations/implications
The findings are theory-based, and the model must be empirically refined.
Practical implications
Practical advice for managers on how to develop and share their portfolio of heuristics makes this paper valuable for practitioners.
Originality/value
This study addresses the less-researched aspect of heuristics creation, transforms static insights from literature into a dynamic process model, and, in a blended-theory approach, considers insights from a distant, but relevant literature – paremiology (the science of proverbs).
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Christopher Ansell, Eva Sørensen and Jacob Torfing
This chapter looks at how Goal 17 on partnerships can be a lever of change. It discusses the partnership approach to achieving the SDGs and unravels the key functions of networks…
Abstract
This chapter looks at how Goal 17 on partnerships can be a lever of change. It discusses the partnership approach to achieving the SDGs and unravels the key functions of networks and partnerships, such as knowledge sharing, coordination, and collaborative governance. It carefully explains why we need to shift the focus of the global debate from collaborative governance to the cocreation of public value outcomes. It then provides a schematic account of the different steps in the process of cocreating outcomes, which include initiation, design, implementation, and evaluation. Finally, the chapter identifies the key merits of cocreation and looks its dark side straight in the eye.
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This paper aims to present a value cocreation framework that furthers understanding of social value cocreation.
Abstract
Purpose
This paper aims to present a value cocreation framework that furthers understanding of social value cocreation.
Design/methodology/approach
This paper is an interdisciplinary conceptual analysis drawing on social enterprise studies, marketing research and philosophical value theory. It applies a visible-hand approach to the study of market relationships and, in line with philosophical research strategies, unfolds its analysis using conceptual distinctions.
Findings
This study provides a framework that substantiates the distinction between two modes of value cocreation and identifies the structure of the social enterprise business model. It explains how social enterprises can be conceived as role models for for-profit organizations, and it elucidates why social value cocreation is a demanding objective.
Research limitations/implications
This paper develops an integrative, nondichotomist view of value cocreation that does not conceptualize social and economic value cocreation as opposing goals.
Practical implications
Social enterprises can use the business model structure and two modes of value cocreation and view themselves as role models for for-profit organizations.
Social implications
This paper applies a visible-hand approach to both for-profit organizations and social enterprises. Using its framework, for-profit organizations can reflect on the consequences of their actions on society and how social value cocreation can improve social enterprise effectiveness.
Originality/value
To the best of the author’s knowledge, this paper is the first to bridge service-oriented approaches to marketing and social enterprise studies using philosophical value theory to improve understanding of social value cocreation.
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