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1 – 10 of over 10000M. Shamsul Haque and Gedeon M. Mudacumura
It is argued in this introductory article that the contemporary trend of “reinventing governance”, which began in the 1990s, has continued to expand globally to encompass many…
Abstract
It is argued in this introductory article that the contemporary trend of “reinventing governance”, which began in the 1990s, has continued to expand globally to encompass many developing nations. However, there is no uniform and universal paradigm of government reinvention. In fact, there are certain cross-national and inter-regional differences, especially between developed and developing nations, in terms of the basic tenets, rationales, and implications of such reinvention. After presenting brief summaries of articles covered in this issue of the journal, it is suggested that due to unique contextual settings and people’s needs in developing nations, this reinvention model itself has to be reinvented or revised in order to make it relevant or useful to these countries
This study aims to discuss how business model innovation from both incumbents and startups growingly may stem from past products, services, and approaches reinvented. This results…
Abstract
Purpose
This study aims to discuss how business model innovation from both incumbents and startups growingly may stem from past products, services, and approaches reinvented. This results in what is labeled the “Reinventing the Wheel (RTW)” innovation paradigm, where the future is seen through the lenses of the past.
Design/methodology/approach
This study is based on historical analysis of common business model innovation patterns found in a longitudinal sample of both incumbent companies and startups in the time frame 2008-2016.
Findings
The RTW paradigm unlocks business model innovation through: the reinvention of past resources and competencies; the use of digital technologies; and the centrality given to customer experience and customer journey. The resulting RTW cycle is made of five steps to follow in the attempt to make the most out of this paradigm: survey, learn, disclose, exploit, and reinvent.
Practical implications
Entrepreneurs and managers are presented with the key elements, steps, and implications of an emerging business model innovation paradigm to possibly apply in their incumbent or startup context.
Originality/value
This study presents an original approach to look at business model innovation, in a way that is complementary to alternative practices like the blue ocean strategy, big-bang disruption, and lean startup.
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Ronald W. Blendermann, Rita Ormsby, John Sharp and Edward A. Zimmerman
This article examines whether contracting out of government services in New York City has been tinkering or reinventing government, with a detailed examination of the layers of…
Abstract
This article examines whether contracting out of government services in New York City has been tinkering or reinventing government, with a detailed examination of the layers of approval now required for awarding contracts to safeguard against possible corruption. The use of Compstat, by the New York Police Department, is seen to be a reinvention of how crime is fought in the city.
The purpose of this paper is to explore the way of how teaching in general and teaching of mathematics in particular can be reinvented by drawing on the perspective of pragmatism…
Abstract
Purpose
The purpose of this paper is to explore the way of how teaching in general and teaching of mathematics in particular can be reinvented by drawing on the perspective of pragmatism. Drawing on long‐standing traditions of John Dewey’s “laboratory model” of learning to teach and Charles Peirce’s semiotic view of scientific inquiry, the design of the lesson study can be reframed or extended through the methodological orientation to reinvention.
Design/methodology/approach
The theoretical framework of reinvention for lesson study, following a pragmatic approach, might offer a methodological orientation for mathematics teachers to foster increased self‐awareness in improving their own practices. The conceptualisation of such an orientation, which leads to the reinventing of teaching in mathematics classrooms, begins with an examination of two pragmatic theories: Dewey's concept of experience and Peirce's concept of practical belief and judgement. The methodological orientation for reinvention grounded on these concepts will then be outlined and elaborated.
Findings
Reinvention is a productive “triad of change” through which new possibilities of facilitating the student's learning can be created. Teachers will experience such change by experimenting with their students. In the context of teaching mathematics, reinventing teaching involves the action of an agent carrying out the conversions of mechanisms which bring forth a change of language, the transformation of gaze, and the moulding (the metamorphosis) of the individual who does the act of teaching.
Originality/value
The paper offers a theoretical framework of reinvention for lesson study through which teachers’ self‐awareness can be enhanced by improving their own practices. Through the undertaking of pedagogical experiments, teachers are becoming more aware of the need to learn from the learners in order to teach more effectively through the reinvention and unlearning of their own teaching.
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María P. Salmador and Eduardo Bueno
We blend knowledge creation and complexity perspectives in a model of strategy-making that explains how top managers in organizations that are reinventing their industries in…
Abstract
We blend knowledge creation and complexity perspectives in a model of strategy-making that explains how top managers in organizations that are reinventing their industries in high-velocity environments conceptualize the strategy-formation process. The model is grounded in four in-depth case studies of Internet banks that are part of different established financial groups in Spain. The main findings suggest that strategy-making seems to emerge out of the interplay of the following interrelated constructs: action, reflection-on-action, imagination, and simple guiding principles. The study of such constructs from the perspectives of knowledge creation and complexity theory suggests interesting implications. Action and reflection-on-action seem to form a first SECI (Socialization–Externalization–Combination–Internalization) spiral of knowledge creation. Out of the interaction of action and reflection-on-action, imagination may emerge when the system has reached a “critical state”. Imagination forms a second SECI spiral of knowledge creation. The interaction between imagination and action on a higher level results from the emergence and application of simple guiding principles, which provide the organization with coherence between what is imagined and what is done, and guide the actions taken throughout the organization with flexible planning. We conclude by proposing that strategy-making may be understood as a complex, double-loop process of knowledge creation.
FR. Oswald A. J. Mascarenhas, S.J.
The over 125-year-old economic miracle called the Corporation is suddenly shaken in its foundations. The corporate business world is rapidly changing not only in the USA, but also…
Abstract
Executive Summary
The over 125-year-old economic miracle called the Corporation is suddenly shaken in its foundations. The corporate business world is rapidly changing not only in the USA, but also across the globe. The front covers of business magazines and dailies, once dominated by names and faces of “Corporate Giants,” are now being replaced with success stories of great startups and small business entrepreneurs. The reasons for these radical changes progressively reveal the imperfections existing in the current corporation and the business boardroom paradigm. For over a century, huge corporate entities spawned by capitalism have established and entrenched themselves in their respective industry arenas and have since been ruling the world, dominating money, capital, cash, and market opportunity. Once they provided solutions to people’s employment and career needs, they have made a fortune for themselves thereby. In the course of their evolution, the businesses have transformed into corporations, seeking people’s money for doing business and, in turn, giving a share of proportionate ownership to the investor people in the form of dividends and capital gains. Such a brilliant method of raising capital has empowered the corporations to grow and expand beyond physical and political boundaries. Today, however, the corporations are run by the BOD, most of whom are representing gigantic promoter-investor institutions. That is, the main administrative role is now replaced by private equity firms and hedge funds that provide the required capital but who also exert undue pressures on CEOs to focus on short-term strategies that have massive profitability potential, thus defying the usual business management model and paradigm the CEOs were trained for in B-schools. The massive CEO exodus that has migrated from the traditional corporations to newly created startups and smaller business entrepreneurial ventures has also made the corporation an endangered species. In such a market turbulence, how do we redefine, redesign, and reinvent the morally embattled corporation? This chapter explores solutions.
In this paper, the author examines the growth of B2B e‐commerce, examining results from the ISM/Forrester Reports on e‐Business conducted to date. Through this analysis, the…
Abstract
In this paper, the author examines the growth of B2B e‐commerce, examining results from the ISM/Forrester Reports on e‐Business conducted to date. Through this analysis, the researcher demonstrates that contrary to the generally‐held perception that B2B has experienced a sharp downturn in the wake of the recession, e‐procurement has taken hold and is rapidly expanding across the American landscape. Specifically, the Reports on e‐Business are studied to look for trends in the overall use of e‐procurement methods: to reduce paperwork and cycle times; to procure direct and indirect goods and services; to collaborate with suppliers; and to reduce the total cost of procurement. The author concludes that overall, the analysis shows that the push towards e‐procurement is being led by the largest firms. This and other key trends are discussed in the conclusion of this report, along with suggestions for future research.
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Cathy Parker, Nikos Ntounis, Steve Millington, Simon Quin and Fernando Rey Castillo-Villar
The purpose of this paper is to document the results and the impact of the ESRC-funded High Street UK 2020 (HSUK2020), a project designed to take the existing academic knowledge…
Abstract
Purpose
The purpose of this paper is to document the results and the impact of the ESRC-funded High Street UK 2020 (HSUK2020), a project designed to take the existing academic knowledge relating to retail and high street change directly to UK High Streets, to improve local decision-making and, ultimately, their vitality and viability.
Design/methodology/approach
Through a systematic literature review, and by following the tenets of engaged scholarship, the authors identified 201 factors that influence the vitality and viability of town centres. Through the consensus-building Delphi technique, a panel of 20 retail experts identified the top 25 priorities for action.
Findings
Taking a place management approach led to the development of a more strategic framework for regeneration, which consisted of repositioning, reinventing, rebranding and restructuring strategies (4R’s of regeneration). Collaboration with the project towns resulted in identification of the strategy area that would add the most value, and the impact of the 4R’s and the top 25 priorities is demonstrated via numerous town examples.
Originality/value
Knowledge exchange projects, such as High Street UK2020, have an important contribution to make, not by developing even more theory that is unlikely to get utilised, instead their contribution is to bring existing theory into practical use.
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Thilini Chathurika Gamage and Athula Gnanapala
Digital disruption no longer ensures the security or longevity of established firm structures and business models. Instead, it necessitates that firms reinvent their business…
Abstract
Digital disruption no longer ensures the security or longevity of established firm structures and business models. Instead, it necessitates that firms reinvent their business models, including business processes, people, and technologies that align with the organizational goals. Despite the exponential growth of digital disruption, prior literature indicates that the concept of business model innovation is poorly understood in developing economies. Furthermore, little is known about how low-tech firms in developing economies should adapt and reinvent their business models to cope with and shape digital disruption as it unfolds. Grounded in two overarching theoretical frameworks, namely the theory of disruptive innovation and the resources–processes–values (RPV) framework, this chapter addresses this void in prior literature. Based on multiple case study analyses of 10 low-tech firms in diverse industries in Sri Lanka, the findings indicate that successful disruptive business model innovation in low-tech firms in Sri Lanka is predicated on an effective technology management strategy, suitable organizational structure, compatible organizational culture, and devoted corporate governance. Moreover, external influences like changing market dynamics, competition, and shifts in consumer behavior also significantly influence disruptive business model innovation of selected firms. This chapter acts as a springboard for future researchers by extending the theory of disruptive innovation and RPV framework to low-tech industries in developing economies.
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The aim of this paper was to describe the aesthetics of self-realization as a way to overcome depersonalization, routinization, and linear temporality in the organizational…
Abstract
The aim of this paper was to describe the aesthetics of self-realization as a way to overcome depersonalization, routinization, and linear temporality in the organizational setting. Artists’ self-portraits (Rembrandt, Van Gogh, and Dali) are used as metaphors of organizational life. In doing so, they could enable organizational members to reinvent modes of thinking, speaking, and behaving in the workplace. Philosophical novels (Kafka, Proust, and Murakami) could also unveil hidden aspects of human existence that are quite relevant for the organizational life. Artists’ self-portraits and philosophical novels could then help organizational members to avoid estranged depersonalization, while designing their own project of self-realization. Reinventing the real world of organizational life implies to emphasize both moral imagination (against routinization) and openness to all kinds of temporality (against linear temporality). Describing the aesthetics of self-realization could make organizational members more aware of their capacity to endorse radical humanism without destroying the organization itself.
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