1,721,480 research outputs found
Which Collaboration Strategy for the Networked Enterprise in Wine Industry? Technological and Organizational Challenges
No full textThe technological dimension and the organizational dimension are the two faces of Information Technology (IT) revolution shaping the life of large and small firms in last 50 years, from the first adoption of mainframe and reusable software to the recent integration of hardware and software technologies within Internet of Things. Over the last few decades, a number of scholars coming from computer science and from organization theory shared a deep confidence on the magic power of networks, especially of technological networks, more and more fast and reliable, and of organizational networks, more and more effective in balancing cooperation and competition among firms. Coherently with the aim of this volume, in this chapter we assume a more critical perspective deriving from the joint analysis of organizational challenges and of technological opportunities for networked enterprises aimed at developing new products/services. The management of innovation within networked enterprises requires a strategic approach to many dimensions. In this chapter we apply at open-closed trade-off the model developed by Pisano & Verganti in the paper Which kind of Collaboration is Right for You published by Harvard Business Review in December 2008. In the Chapter 4 we will focus the strategic models aimed at managing the new product development within the networked enterprise modelled as a design discourse. In the Chapter 5 authors will propose a third strategic perspective, proposing the application of a platform strategy in order to promote the a doption of advanced network infrastructures by Small and Medium Enterprises (SMEs). © 2012 Springer-Verlag Berlin Heidelberg
Bellini e Donizetti: due italiani a Parigi
No full textvengono prese in esame le circostanze biografico-produttive che determinarono la commissione a Bellini e Donizetti di opere nuove per la stagione 1835 del Théâtre Italien di Parig
L’integrazione di competenze tecnologiche per la gestione del territorio: un caso di studio"
No full textUn disegno di Filippo Bellini e una tela di Martino Bonfini
No full textPrecisazioni circa un disegno di Filippo Bellini e una tela di Martino Bonfin
A service-dominant logic perspective on innovation of meaning: reflections and future directions
No full textPurpose
The innovation of meaning process is defined as hermeneutic and interpretive and it is based on the understanding and interpretation of the socio-cultural dynamics to enable companies in envisioning new meanings. However, people's meaning-making activities are characterized by both a social/institutional dimension and an individual one. The creation of meaning, while influenced by society, is ultimately a subjective experience. In this paper, we adopt an S-D logic perspective to explain the innovation of meaning as a process based on the integration of resources to drive the co-creation of meaning with customers.
Design/methodology/approach
The paper is conceptual in nature. Through a literature review on both the concepts, we argue that the service-dominant logic may help the further development of the innovation of meaning by informing the latter with its underlying principles.
Findings
We propose an interpretation of the innovation of meaning framework based on the S-D logic foundational premises. The innovation of meaning principles are re-worked to be applied to a service context and stimulate further refinement. The most promising directions for continuing the evolution are also provided, along with some key research questions to be addressed in future studies.
Originality/value
This research is the first effort to connect the innovation of meaning framework to the new dominant logic for marketing. This results in the resolution of paradoxes in the framework and the identification of research avenues to complete it, especially regarding how the meaning is proposed and co-created with customers
Design and the customer experience: The challenge of embodying new meaning in a new service
Full text linkInnovation of Meaning (IoM) is a framework that aims to innovate the “reason why” people use a product or service. However, as current research is limited to the strategic generation phase, and we lack an understanding of how to embody new meaning in a new solution. This gap is critical, as development teams may pursue a reinterpretation of meaning strategy, causing the perceived meaning to substantially differ from the one strategically conceived. Moreover, the current dominant approaches derive from the design disciplines, which are founded on the opposite principles (outside-in vs inside-out). This study presents a new conceptual method in line with the core principles of the IoM framework, testing its effectiveness through an experiment with 77 managers from 33 Italian retailers. The findings indicate that the service concept needs to be simple and focused on one specific element (moment) in the customer journey. This “Moment of Meaning” takes the role of a metaphor for the whole service, and allows a coherent but flexible operationalization of the new meaning strategy in the customer experience
An S-D logic perspective on innovation of meaning: reflections and future directions
No full textPurpose
The innovation of meaning process is defined as hermeneutic and interpretive and it is based on the understanding and interpretation of the socio-cultural dynamics to enable companies in envisioning new meanings. However, people's meaning-making activities are characterized by both a social/institutional dimension and an individual one. The creation of meaning, while influenced by society, is ultimately a subjective experience. In this paper, we adopt an S-D logic perspective to explain the innovation of meaning as a process based on the integration of resources to drive the co-creation of meaning with customers.
Design/methodology/approach
The paper is conceptual in nature. Through a literature review on both the concepts, we argue that the service-dominant logic may help the further development of the innovation of meaning by informing the latter with its underlying principles.
Findings
We propose an interpretation of the innovation of meaning framework based on the S-D logic foundational premises. The innovation of meaning principles are re-worked to be applied to a service context and stimulate further refinement. The most promising directions for continuing the evolution are also provided, along with some key research questions to be addressed in future studies.
Originality/value
This research is the first effort to connect the innovation of meaning framework to the new dominant logic for marketing. This results in the resolution of paradoxes in the framework and the identification of research avenues to complete it, especially regarding how the meaning is proposed and co-created with customers
From vision to innovation: new service development through front-line employee engagement
Full text linkThis article investigates how service companies might engage frontline employees in transforming a market vision into a new service routine. This is a major challenge given the separation between those making decisions at the managerial level and those interacting with customers, ultimately enabling the service experience. Through interviews and observations, we capture the mechanisms and practices that emerged in an in-depth case study of a radical service innovation anchored in a new market vision. Our findings show that frontline employee engagement in the innovation process has to be triggered by managers, thereafter unfolding naturally in cycles of proactive behaviour and experimentation. The emerging routinisation process allows transitioning from the definition of a new vision to new routines through guiding and building on employees’ experience and proactive behaviour, institutionalising the new practices that ultimately lead to radical service innovation. This study contributes to the service innovation literature by merging two very different sources of knowledge, namely vague, intangible, and radically new visions, and practical and tacit frontline employee experiences usually associated with incremental innovation
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