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Essential Capabilities for Successful Digital Service Innovation at the Bottom of the Pyramid Calif. Manag. Rev. (IF 10.0) Pub Date : 2024-03-07 Vijaya Sunder M, Siddhartha Modukuri
Several firms worldwide that attempted to penetrate the bottom of the pyramid (BOP) with digital service innovations have encountered disappointing returns. This article explores what capabilities firms should develop and how they should nourish them for value creation at the BOP. Using the multiple-case method, this study inductively derives persuasion, co-creation, adaptation, and self-sustainability
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Hope and Grit: How Human-Centered Product Design Enhanced Student Mental Health Calif. Manag. Rev. (IF 10.0) Pub Date : 2024-02-15 Dave Rochlin
Two organizations that focus on tech-based health innovation have partnered to improve the mental health of young adults. In this “tech for good” project, Hopelab and Grit Digital Health worked together to create an app using human-centered product design. With the core needs of users at the forefront, the team developed an app both with and for college students to combat loneliness, a prevalent issue
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The Business Value of Gamification Calif. Manag. Rev. (IF 10.0) Pub Date : 2024-01-11 Michael G. Jacobides, M. Dalbert Ma, Konstantinos Trantopoulos, Vasilis Vassalos
This article analyzes the connection between gamification and business success, focusing on customer retention, new customer acquisition, and transforming user perceptions. Based on a qualitative comparative analysis of 40 high-profile gamification projects, it shows that a combination of three key features—virtualization, social comparison, and tangible rewards—explain the various pathways to success
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Orchestrating Human-Machine Designer Ensembles during Product Innovation Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-05-06 Jan Recker, Frederik von Briel, Youngjin Yoo, Varun Nagaraj, Mickey McManus
Product innovation increasingly involves both human designers (engineers, developers, lead users, creative geniuses, and other innovators) and machine designers (algorithmically organized software ...
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The Emergence of Dominant Designs in Artificial Intelligence Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-04-18 Xavier Ferràs-Hernández, Petra A. Nylund, Alexander Brem
Artificial intelligence (AI) technologies are engaged in a harsh battle for market dominance. This article examines the emergence of a dominant design in terms of technology, service, and business ...
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Architectural Generativity: Leveraging Complementor Contributions to the Platform Architecture Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-04-15 Coen van der Geest, Joey van Angeren
In the context of platforms, an open architecture is instrumental in enabling innovation by complementors. But as complementors increasingly deplete the innovation opportunities that the platform a...
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Distributed Governance of a Complex Ecosystem: How R&D Consortia Orchestrate the Alzheimer’s Knowledge Ecosystem Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-04-15 Joel West, Paul Olk
Orchestrating an ecosystem requires coordination to create value, but prior research has tended to emphasize centralized ecosystem control over solutions involving distributed governance. By studyi...
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Better CSR? return to neighborliness Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-04-11 Yoann Bazin, Maja Korica
SummaryCorporate Social Responsibility (CSR) is often criticized for being overly broad and abstract, if not cynical and deceitful. This leaves many stakeholders frustrated or disengaged, including...
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Commercialization Strategies of Large-Scale and Distributed Open Innovation: The Caseof Open-Source Hardware Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-03-30 Thierry Rayna, Ludmila Striukova, Emmanuelle Fauchart
The ability to commercialize products based on distributed innovation is one of the critical challenges of large-scale open innovation. While this issue has been largely investigated in relation to...
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Creating and Capturing Value from Open Innovation: Humans, Firms, Platforms, and Ecosystems Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-03-25 Ann Majchrzak, Marcel L. A. M. Bogers, Henry Chesbrough, Marcus Holgersson
Open innovation rests on the idea that not all the smart people work only for you, and managing human interaction across organizational boundaries is therefore central to open innovation. This arti...
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Extending Open Innovation: Orchestrating Knowledge Flows from Corporate Venture Capital Investments Calif. Manag. Rev. (IF 10.0) Pub Date : 2023-01-24 Tobias Gutmann, Christopher Chochoiek, Henry Chesbrough
Although corporate venture capital (CVC) has been studied as part of open innovation (OI), assumptions about knowledge flows crossing organizational boundaries between “the inside” and “the outside...
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Strategically Managing the Business Model Portfolio Trajectory Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-12-11 Yuliya Snihur, Llewellyn D. W. Thomas, Robert A. Burgelman
This article presents a strategic decision-making tool to assist corporate management in analyzing the trajectory of their business model portfolio. The tool provides a robust means of assessing th...
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The Digital Workplace: Navigating in a Jungle of Paradoxical Tensions Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-11-30 Olga Kokshagina, Sabrina Schneider
Digital technologies have become omnipresent in our professional and personal lives. While they provide numerous opportunities, they also cause tensions, many of which are paradoxical. They confron...
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Transformational Transparency in Supply Chains: Leveraging Technology to Drive Radical Change Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-11-08 Cory Searcy, Pavel Castka, Jakki Mohr, Sönke Fischer
Many companies are implementing transparency initiatives to improve environmental and social impacts throughout their supply chains. Meaningful change, however, is elusive, and transparency efforts...
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On the Complexity of Managing Transparency Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-11-08 Roy Suddaby, Rajat Panwar
Corporate transparency is an aspirational ideal that is very difficult to achieve because organizations can never be completely transparent. As a result, effective management of transparency requir...
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Measuring and Disclosing Corporate Valuations of Impacts and Dependencies on Nature Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-11-08 Jakki Mohr, Carmen Thissen
Calibrating environmental impacts and dependencies in financial metrics, known as natural capital accounting (natural capital valuations; assessments), is critical for transparency and effective de...
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Optimizing Customer Involvement: How Close Should You Be to Your Customers? Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-10-05 Scott E. Sampson, Richard B. Chase
Two strategic factors of any business are customer interaction (how close you are to your customers) and customer participation (how involved customers are in producing the offering). In recent yea...
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Materiality Assessment Is an Art, Not a Science: Selecting ESG Topics for Sustainability Reports Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-09-22 Jilde Garst, Karen Maas, Jeroen Suijs
Materiality assessments play an important role in helping firms to select the environmental, social, and governance (ESG) topics to include in their sustainability report. This article presents the...
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Blended Value Creation: The Mediating Role of Competences Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-09-08 Rama Krishna Reddy Kummitha
Research on prosocial entrepreneurship so far has focused either on ex-ante motives to create prosocial enterprises or on ex-post strategies to protect mission orientation. Surprisingly little is k...
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Unlocking Innovation in Healthcare: The Case of the Patient Innovation Platform Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-08-09 Carmelo Cennamo, Pedro Oliveira, Leid Zejnilovic
Multisided platforms are new organizing forms that can boost innovation in the healthcare sector by empowering patients as innovators and facilitating the commercialization of innovations by and fo...
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Managing Multi-Sided Platforms: Platform Origins and Go-to-Market Strategy Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-08-09 David J. Teece, Asta Pundziene, Sohvi Heaton, Maaja Vadi
Multi-sided platforms (MSPs) are becoming increasingly important in contemporary economies. This special issue of California Management Review aims to stimulate collective discussion among research...
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Electric Vehicles Are a Platform Business: What Firms Need to Know Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-07-14 Edward G. Anderson, Hemant K. Bhargava, Jonas Boehm, Geoffrey Parker
Many of the most successful firms—such as Alibaba, Google, and Uber—operate platforms. Electric vehicles (EVs) are platform goods as well because value comes from the vehicle plus complementary pro...
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How to Build Network Effects on Online Platforms for Mental Health Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-07-14 Junjie Zhou, Xing Wan
In the traditional offline context, the mental health industry suffers from poor local demand and a lack of trustworthy supply. Emerging digital platforms can solve this problem to a large extent b...
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Value Impedance and Dynamic Capabilities: The Case of MedTech Incumbent-Born Digital Healthcare Platforms Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-06-19 Asta Pundziene, Tobias Gutmann, Marc Schlichtner, David J. Teece
During the last decade, MedTech companies started to invest in building digital healthcare platforms to maintain their competitiveness in the Digital Economy. However, launching a new digital platf...
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“Digital Colonization” of Highly Regulated Industries: An Analysis of Big Tech Platforms’ Entry into Health Care and Education Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-05-24 Hakan Ozalp, Pinar Ozcan, Dize Dinckol, Markos Zachariadis, Annabelle Gawer
Digital platforms have disrupted many sectors but have not yet visibly transformed highly regulated industries. This study of Big Tech entry in healthcare and education explores how platforms have ...
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Do Not Forget the “How” along with the “What”: Improving the Transparency of Sustainability Reports Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-05-23 Samuel Tang, Colin Higgins
SummaryConsiderable resources are invested in producing sustainability reports, yet few organizations reap the transparency benefits they promise. This article explores the way ten leading global f...
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The Forces of Ecosystem Evolution Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-04-15 Marcus Holgersson, Carliss Y. Baldwin, Henry Chesbrough, Marcel L. A. M. Bogers
SummaryEcosystems are the result of a delicate balance between centripetal forces that push economic activities toward integration, and centrifugal forces that pull economic activities out onto the...
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How to Compete When Industries Digitize and Collide: An Ecosystem Development Framework Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-03-27 Michael G. Jacobides
As industry boundaries dissolve and digitalization grows apace, ecosystems are becoming increasingly important. Yet for all the excitement and Big-Tech envy, there is little guidance for how to create ecosystems. How should a firm best engage? Should it become a partner to someone else’s ecosystem, or build its own? Should it focus on a broad range of digitally connected services, or narrow down? How
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The Boon and Bane of Blockchain: Getting the Governance Right Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-03-11 Curtis Goldsby, Marvin Hanisch
Countless enterprise blockchains fail to live up to high expectations, often because the supporting governance structures are insufficiently established or have become stagnant. Based on interviews with 153 blockchain executives and an analysis of publicly documented use cases, this article offers a guide for blockchain scholars and practitioners. Its framework highlights the coordination and control
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Linking Executive Compensation to Climate Performance Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-02-15 Robert A. Ritz
Climate change has risen to board level on the corporate agenda. Under pressure from institutional investors, companies are reformulating their strategies for a low-carbon world. A novel aspect of the emerging corporate response is that executive compensation is being linked to climate performance. This article examines the different ways that climate-linked incentive pay is used at European and U
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Supplier-Selection Practices for Robust Global Supply Chain Networks: A Simulation Of The Global Auto Industry Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-02-11 Maxim Sytch, Yong Kim, Scott Page
How can companies develop and maintain global supply chain networks that are robust—that is, capable of maintaining an uninterrupted flow of goods and materials—when confronted with a geographically spreading disruption that could cause the shutdown of multiple suppliers at once? To answer this question, this article combines an empirical analysis of supply chain networks of three global automotive
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The Future of Global Supply Chains in a Post-COVID-19 World Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-01-17 Rajat Panwar, Jonatan Pinkse, Valentina De Marchi
Supply-chain disruptions caused by the COVID-19 pandemic are of unparalleled magnitude because of a confluence of circumstances: a sudden rise in demand for some products, unforeseen shifts in demand points, supply shortages, a logistical crisis, and an unprecedentedly quick recovery in major economies. This article maps the changes that will occur in supply-chain planning and management in a post-COVID-19
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Global Value Chain Reconfiguration and COVID-19: Investigating the Case for More Resilient Redistributed Models of Production Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-01-12 Wendy Phillips, Jens K. Roehrich, Dharm Kapletia, Elizabeth Alexander
The COVID-19 pandemic shocked the global economy, laying bare the coordination challenges and vulnerabilities of global value chains (GVCs) across sectors. Governments, consumers, and firms alike have called for greater GVC resilience to ensure critical products are delivered to the right place, at the right time, and in the right condition. This article investigates whether GVC reconfiguration through
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Global Value Chain Resilience: Understanding the Impact of Managerial Governance Adaptations Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-01-09 Liena Kano, Rajneesh Narula, Irina Surdu
While COVID-19 has caused significant short-term disruptions in global value chains (GVCs), in the longer run, the pandemic will not be the primary catalyst in GVC evolution. As GVCs recover from the initial shock, managers will make GVC restructuring decisions guided by long-term strategic considerations. This article describes barriers that lead firm managers may encounter when rethinking location/control
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Resilience Decoded: The Role of Firms, Global Value Chains, and the State in COVID-19 Medical Supplies Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-01-07 Gary Gereffi, Pavida Pananond, Torben Pedersen
This article examines the impacts of the COVID-19 pandemic on resilience. Resilience is not a one-dimensional concept but has different meanings at the levels of the firm (operational efficiency), the global value chain (appropriate governance), and the nation-state (national security). It illustrates resilience dynamics through lessons from case studies of four medical supply products—rubber gloves
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Global Value Chain Governance in the MNE: A Dynamic Hierarchy Perspective Calif. Manag. Rev. (IF 10.0) Pub Date : 2022-01-06 Paul Ryan, Giulio Buciuni, Majella Giblin, Ulf Andersson
The pandemic crisis caused a severe shock to global value chains and led to supply shortages for complex medical goods such as respiratory ventilators. What followed were calls to reshore production for security, and the loss of efficiencies from foreign global value chain (GVC) operations for the multinational enterprise. This article merges internalization and GVC theory to demonstrate a dynamic
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How Can Large Manufacturers Digitalize Their Business Models? A Framework for Orchestrating Industrial Ecosystems Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-11-26 David Sjödin, Vinit Parida, Ivanka Visnjic
For manufacturers, remaining competitive depends on their ability to digitalize their business models (i.e., offer digital and digitally enhanced products and services). To achieve this, they must engage with new digital partners and help their existing suppliers, partners, and other stakeholders to digitalize. Orchestrating this growing ecosystem is challenging. Manufacturers struggle with this endeavor
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Harnessing Exaptation and Ecosystem Strategy for Accelerated Innovation: Lessons From The VentilatorChallengeUK Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-11-18 Wei Liu, Ahmad Beltagui, Songhe Ye, Peter Williamson
The COVID-19 crisis has underlined the need for accelerated innovation to rapidly help business solve social problems. These problems require access to capabilities and knowledge that no single organization or existing supply chain possesses. Drawing on the experience of the open innovation and rapid-scale-up achieved by the VentilatorChallengeUK to address a shortage of ventilators required by patients
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SMEs’ Open Innovation: Applying a Barrier Approach Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-11-09 Sandra Dubouloz, Rachel Bocquet, Catherine Equey Balzli, Elodie Gardet, Romain Gandia
This article identifies barriers that small and medium-sized enterprises (SMEs) encounter when they openly innovate, according to the open innovation (OI) mode used (inbound, outbound, coupled). A qualitative analysis—involving seven case studies of SMEs active in digital (high-tech) or social economy (low-tech) sectors—reveals that they face more internal than external OI barriers. Overall, the nature
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Incentivizing Environmental Improvements in Supply Chains through Data-Driven Governance Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-10-18 Dara O’Rourke, Niklas Lollo
The Sustainable Apparel Coalition’s Facility Environmental Module (FEM) is one of the world’s most advanced “data-driven governance” initiatives. The FEM represents an important new strategy in the governance of Global Value Chains. This article reports on a multi-year study to evaluate how firms have implemented the FEM, and whether and under what conditions it leads to improvements in factory performance
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Share and Share Alike: How Inner Source Can Help Create New Digital Platforms Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-09-16 Lorraine Morgan, Rob Gleasure, Abayomi Baiyere, Hong Phuc Dang
Many organizations are eager to develop a digital platform. Yet, it is not clear how to realize this ambition, especially for large companies with complex existing structures. This study demonstrates how the growing trend of “Inner Source” (adopting internal open-source/crowdsourcing practices within large organizations) can help companies become more platform-based. This article studies three large
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Tools and Technologies of Transparency in Sustainable Global Supply Chains Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-09-16 Paul McGrath, Lucy McCarthy, Donna Marshall, Jakob Rehme
This article explores the role that technology plays in creating and fostering transparency in global supply chains. Transparency is deemed vital in the creation of sustainable and resilient supply chains and overall effective corporate governance. There are two distinct orientations toward the use of technology by multinational corporations (MNCs) in creating sustainability transparency within their
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Choose Your Enemies Well: Mapping, Managing, and Leveraging Rivalry Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-09-09 Elisa Operti, Stoyan V. Sgourev, Shemuel Y. Lampronti
There is an important constraint that can be used to regulate mobility in competitive labor markets—the existence of a deeply felt rivalry between employers. Rivalry denotes a stable antagonistic relationship between companies, as exemplified by Apple and IBM in the 1980s. Analyzing data from the Palio di Siena (an ancient horse race in Siena, Italy), this article shows that direct moves between rivals
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No Team is an Island: How Leaders Shape Networked Ecosystems for Team Success Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-09-01 Inga Carboni, Rob Cross, Amy C. Edmondson
Today’s organizations rely on networks of dynamic systems of “agile” teams to get work done. Teams are distributed, transient, and loosely bounded in service of responsiveness and innovation. The key to this new way of doing work is managing the networked ecosystem in which teams are embedded. But in the context of leading multiple teams with fuzzy boundaries and shifting membership, the average overwhelmed
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How to Appropriate Value from General-Purpose Technology by Applying Open Innovation Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-09-01 Jialei Yang, Henry Chesbrough, Pia Hurmelinna-Laukkanen
Artificial intelligence increasingly attracts attention and investments. However, appropriating value from this general-purpose technology (GPT) can be difficult. To understand these challenges, this article analyzes why IBM failed to generate significant profits from IBM Watson Health despite its promising starting points. The findings suggest that, considering the characteristics of GPT, an overly
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Agility as the Discovery of Slowness Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-07-22 Christiane Prange
How can companies avoid the agility acceleration trap and align their level of agility with environmental complexity to include reflection and slowness? An answer to this question is pertinent to understanding the real value of agility, which is often equated with speed. This article introduces a framework for analyzing agility through three kinds of change—resilient, versatile, and transformational—with
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Causal Mapping for Strategy Execution: Pitfalls and Applications Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-07-01 Andrew F. MacLennan, Constantinos C. Markides
Organizations can attempt to improve strategy implementation by developing strategy execution maps, which aim to translate strategic objectives into specific activities and provide sufficient clarity to inform employees’ decisions and actions. However, managers often encounter pitfalls, both in framing the process and in developing maps. This article suggests how to overcome these pitfalls, describes
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The Blinkered Boss: How Has Managerial Behavior Changed with the Shift to Virtual Working? Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-06-21 Julian Birkinshaw, Maya Gudka, Vittorio D’Amato
Virtual working became the norm for most organizations since March 2020, and it brings well-recognized challenges. But we know little about the impact of virtual working on managerial behavior. This article presents the results of three surveys conducted before and during lockdown to understand what changed. It shows how managers became more blinkered: turning inward, becoming task-focused at the expense
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Partnering with Startups Globally: Distinct Strategies for Different Locations Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-06-15 Shameen Prashantham
Partnering with startups is an important way by which large multinational corporations (MNCs) pursue open innovation. This article sheds light on distinctive startup partnering strategies across multiple locations. These vary in terms of institutional strength (advanced vs. emerging markets) and local reputation in a given sector (cluster vs. non-cluster). Different partnering strategies are appropriate
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Four Ways to Improve Risk Reporting Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-06-10 Ruchi Agarwal, Sanjay Kallapur
Risk reporting is often unconnected with business strategy and performance, and is considered merely as a matter of compliance, which defeats the purpose of risk management. This article describes four best practices of companies that have improved their risk reporting by strengthening the vertical and horizontal communication of risks, reporting near misses, and communicating risk digitally through
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Preparing Organizations for Greater Turbulence Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-06-10 Paul J. H. Schoemaker, George Day
Vigilant organizations excel at seeing looming threats and embryonic opportunities sooner than rivals, which prepares them to act faster when needed. Four drivers distinguish vigilant from vulnerable organizations, which can be used to design a roadmap to improve organizational acuity and preparedness. The fulcrum of these changes rests with the leadership team by demonstrating a strong commitment
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Technological Leadership and 5G Patent Portfolios: Guiding Strategic Policy and Licensing Decisions Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-05-20 David J. Teece
Whether it’s mobile phones or autonomous cars or telemedicine, a well-functioning robust 5G ecosystem will require licensing executives to have a deep understanding of the need for timely licensing to support technology development and adoption. It is important that the parties to patent licensing agreements understand that value doesn’t depend on the numerosity of patent portfolios, but on use value
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Even a Small Conductor Can Lead a Large Orchestra: How Startups Orchestrate Ecosystems Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-04-09 Bernhard Lingens, Maximilian Böger, Oliver Gassmann
Contrary to existing literature, startups can be successful orchestrators of ecosystems. Based on nine qualitative case studies, this article introduces four archetypes that shed light on how a startup can fulfill the tasks of an orchestrator and overcome challenges. The findings identify dimensions of standardization/customization and sources of value creation as defining the role of ecosystem orchestrators
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Acquisitions of Startups by Incumbents: The 3 Cs of Co-Specialization from Startup Inception to Post-Merger Integration Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-03-07 Nir N. Brueller, Laurence Capron
Facing constant pressures to grow, established firms increasingly harness external innovation by collaborating with and eventually acquiring startups. To succeed in their exit through acquisition, startup firms and incumbents have to master three steps (the “3 Cs”) that enhance the co-specialization with the acquirer: establishing the Complementarity of offerings, generating Customer endorsement, and
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Designing a Future-Ready Enterprise: The Digital Transformation of DBS Bank Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-03-05 Siew Kien Sia, Peter Weill, Nila Zhang
Many organizations are embarking on digital transformation to be future-ready. However, there is a lack of conceptual clarity on the underlying design logic of a future-ready enterprise. A digitally transformed enterprise must be ready to respond to unpredictable dynamism and pervasive digitalization. Such an enterprise must incorporate the duality of exploitation and exploration as well as the fusion
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Innovation Outposts in Entrepreneurial Ecosystems: How to Make Them More Successful Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-03-05 Benoit Decreton, Felipe Monteiro, Jean-Marc Frangos, Lisa Friedman
Startups in entrepreneurial ecosystems such as Silicon Valley constantly generate potentially disruptive technologies and business models. Consequently, multinational companies are finding it essential to be connected to the ecosystems where these opportunities are emerging, and many have opened “innovation outposts” in these locations. However, not many outposts succeed in effectively connecting their
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Perfectly Confident Leadership Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-02-15 Don A. Moore
The leadership literature is replete with admonitions that successful leadership requires confidence. While that may be true, striving for greater confidence runs the risk of overconfidence. Overconfident leaders put themselves, their teams, and their organizations at risk. There are reasons to be skeptical that greater confidence improves performance, and substantial reasons to worry that greater
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Ten Things Every Manager Should Know About Nonverbal Behavior Calif. Manag. Rev. (IF 10.0) Pub Date : 2021-02-08 Dana R. Carney
Managers—whether they realize it or not—have a profound influence over how people they work with think and feel. This article presents ten nonverbal behaviors managers should (or should not) be doing, the science behind them, and the tools to start modifying them. The ten topics covered are: avoiding micro-aggressions, liking and valuing others, building trust and consensus, listening, resting “cranky
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Ready or Not: Managers’ and Employees’ Different Perceptions of Digital Readiness Calif. Manag. Rev. (IF 10.0) Pub Date : 2020-12-08 Anne Gfrerer, Katja Hutter, Johann Füller, Thomas Ströhle
Shared beliefs on digital readiness among management and employees are a precursor to successfully guide and implement organizational change. There is, however, little examination of how digital knowledge and skills are distributed among managers and employees, or whether their perceptions of digital readiness systematically differ. The findings of a survey of the banking industry reveal that, while
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Evolving a Value Chain to an Open Innovation Ecosystem: Cognitive Engagement of Stakeholders in Customizing Medical Implants Calif. Manag. Rev. (IF 10.0) Pub Date : 2020-12-01 Krithika Randhawa, Joel West, Katrina Skellern, Emmanuel Josserand
While open innovation ecosystems allow a firm to harness external sources of value creation, these external ties can also constrain its ability to adapt its innovation strategy to pursue new opportunities. This article looks at how an incumbent firm approached such constraints, and used cognitive artifacts to transform its value chain into a collaborative ecosystem. It examines the case of a 3D printing-enabled