15,246 research outputs found
La dimensione emotiva del cambiamento
No full textL'utilizzo di metodiche di storytelling ha fatto emergere dai racconti dei protagonisti la forte emotività che ha animato il loro impegno, che di fatto è divenuta una dimensione cruciale che ha sostenuto il processo di cambiamento, liberando energie che sino ad allora erano rimaste compresse in un contesto pressoché ingessato e burocratico. Ma in quella emotività possiamo anche ritrovare i germi di una presunta superiorità conquistata sul campo per essere divenuti un riferimento di innovatività nel proprio contesto di business, e che potrebbe generare una nuova chiusura autoreferenziale
Taking up the challenge of organizational inclusion: A conceptual framework for including “diverse” individuals in organizations.
No full textIn the last few decades, inclusion has captured the attention of corporate leaders and prominent researchers. Business organizations, as non-spontaneous social systems, are particularly prone to be non-inclusive venues due to diversity among organizational populations which consist of groups of coworkers who are usually not entitled to choose their colleagues. This paper aims to enrich the understanding of inclusion within organizations, investigating its social dimension (the extent to which individuals feel woven into the social fabric of their organization) and the occupational dimension (the extent to which organizational members are involved in critical organizational processes). Building on the different bodies of literature on diversity and inclusion, leadership, human resource management, and organizational culture, the present study develops a conceptual framework on the dynamics of inclusion at the individual-organization level, emphasizing the roles of leadership and human resource management practices in establishing an inclusive culture and the subsequent synergistic inclusion of diversity within the workplace
People, Technology, and Processes: A further reflection in pandemic times
No full textThe Covid-19 pandemic has forced organizations to change the way they work. More specifically, to cope with the emergency situation, people within organizations have been required to confront an array of changes and related issues, such as “setting up” their offices inside their homes or getting used to technologies that were available but never really used. In the cases of physical isolation (e.g., quarantine), technology became the only access to the external world, either professional or personal. More than ever, technology has progressively become part of our lives. The subject of how technology and human lives interact is not new, whether humans are considered as individuals or organized collectives (groups, teams, companies, communities). In analytical scholarly terms, technology, people, and processes have traditionally been investigated as “boxes and arrows,” with boxes representing the elements and arrows signaling the causality of potential dominance of one upon the other(s). In fact, the understanding of companies, and other social entities, as “socio-technical systems” dates to the 1960s. In the 1990s, technology seemed to take advantage of the human dynamics, by incusing a form of “imperative” upon them, shaping and reshaping business process (e.g., technology-supported business reengineering). Later, the emphasis on humans as owners and carriers of knowledge and the rediscovery of their decision-making capacity opened the door to the possible prevalence of individual agents upon the tools, with technology considered (just) a “socio-material” construction, that is, the idea of technology making sense only to the very extent that it can be used by individuals and that it assumes different meanings according to the users (e.g., emails, social network platforms, mobile phones). However, other interpretations are possible. Rather than having technology dominate the organization, or organizational settings crafting the actual use (and sense) of technology, we may accept an osmotic relation between the two which dynamically generates organizational processes. This osmosis does not always happen spontaneously; it might instead be governed by the organizational leaders. The craft of the organizational processes is going to differ dramatically based on whether leaders adopt a “top-down” or “bottom-up” approach in decision making
Cosa ci insegna la pandemia: Il lavoro agile e il rapporto tra persone, tecnologie e processi
No full textLa pandemia di Covid-19 ha costretto le organizzazioni a cambiare il proprio modo di lavorare. In particolare, per far fronte alla situazione di emergenza, le persone all’interno delle organizzazioni sono state chiamate ad affrontare una serie di cambiamenti e le relative problematiche, come ad esempio “allestire” gli uffici all’interno delle proprie abitazioni o acquisire dimestichezza con tecnologie che sino ad allora, sebbene disponibili, non erano mai state realmente utilizzate. Nei casi estremi di isolamento fisico (es. quarantena), la tecnologia si è configurata come l’unica interfaccia con il mondo esterno, sia quello professionale sia quello personale. Conseguentemente, e ora più che mai, la tecnologia è diventata progressivamente parte integrante della nostra vita
Made in Italy, strategia e tradizione: l’innovazione strategico-organizzativa nelle microimprese e nelle piccole imprese vitivinicole e calzaturiere tra cambiamento e “non-cambiamento”
No full textLa tesi dottorale studia come le microimprese e le piccole imprese che operano in settori maturi come quelli tipici del Made in Italy possano far leva sull’innovazione nei modelli di business, e quindi sul cambiamento pianificato negli elementi chiave del business model e dell’architettura che mette questi in relazione tra loro (Foss & Saebi, 2017, p. 201) quale forma di innovazione strategico-organizzativa, per poter rimanere competitive. Oltre che studiare il cambiamento come leva per l’innovazione strategico-organizzativa, la ricerca approfondisce la possibilità di optare per il “non-cambiamento” quale strada percorribile e strategicamente valida; ove per non-cambiamento si intende la scelta di mantenere invariato uno specifico elemento dell’architettura organizzativa, ossia – nel caso specifico – il processo produttivo, a fronte di mutate condizioni. La tesi evidenzia come anche le microimprese e le piccole imprese operanti in settori low-tech, le quali, proprio per la caratteristica della bassa intensità tecnologica della propria attività, vengono solitamente tralasciate o considerate come scarsamente innovative, riescano a perseguire molteplici e variegati cambiamenti architetturali che si configurano, de facto, come innovazioni strategico-organizzative importanti. Inoltre, la tesi mostra che, talvolta, dietro a delle situazioni di apparente inerzia ci possono essere delle scelte deliberate relative al non-cambiamento, le quali, al pari delle scelte relative al cambiamento, possono essere comprese guardando al soddisfacimento dei livelli di aspirazione dell’impresa. Tale non-cambiamento richiede un certo sforzo, per certi versi maggiore di quello richiesto dal cambiamento, contrariamente a quanto sarebbe lecito intuire. Infine, la tesi mostra che il non-cambiamento può portare all’ottenimento di una posizione competitiva più sicura di quella derivante dal cambiamento: quando la maggior parte dei concorrenti abbandona il processo produttivo tradizionale, una volta trascorso il tempo necessario al ricambio generazionale, la conoscenza alla base di tale metodo produttivo diventa più rara e scarsamente reperibile, a beneficio dei pochi detentori
Strategie di sviluppo, benefici e ostacoli dei servizi avanzati
No full textQuesto capitolo descrive le evidenze rilevate attraverso un’indagine qualitative che si è avvalsa di interviste con la prerogativa di scendere ad un maggiore grado di dettaglio nell’individuazione delle dinamiche innovative e di altra natura scaturite dall’introduzione di servizi tecnologicamente avanzati.
L’analisi ha consentito di individuare tre temi principali relativi all’adozione dei servizi tecnologicamente avanzati: Fattori chiave per l’adozione dei servizi tecnologicamente avanzati, Criticità da affrontare nel processo di adozione dei servizi tecnolo-gicamente avanzati, Benefici dell’adozione dei servizi tecnologicamente avanzati
Creating shared value: A systematic review, synthesis and integrative perspective
No full textCreating shared value (CSV) refers to a strategic process through which corporations can turn social problems into business opportunities. CSV's strategic approach in solving societal problems and its close relationship with strategic corporate social responsibility (CSR) and stakeholder theory have kept the concept in the spotlight in both the corporate and academic worlds. As a result, the literature on CSV is riddled with ambiguities, weak theoretical foundations and contradictions. To better understand and address these ambiguities, we conducted a systematic literature review of 242 articles published from 2010 to 2020. We begin with a comprehensive review of the field and develop a definition of CSV that distinguishes it from related concepts. Our review and analysis reveal, firstly, that CSV is a meaningful, incremental addition in the extant literature and not a revolutionary concept, nor a buzzword. Secondly, assuming that firms are rational, a firm's decision function when it comes to adopting a CSV strategy depends on opportunity costs and transaction costs. Thirdly, there is no single universal way to create shared value: multiple external and internal factors influence a firm's ability to pursue a CSV strategy effectively. Our discussion delineates the key differences between scholars of strategy and scholars of business ethics, and directs avenues for more constructive research. We also believe that this study will act as a guide for managers in adapting to CSV strategies, helping corporations adopt society‐friendly policies
Chit-chat matters: work-related knowledge flows through informal inter-organizational ties
No full textIndustrial clusters are characterized by an intense actors interacting with the effect of sharing existing knowledge and creating new one. In this environment knowledge unevenly flows across organizational boundaries and a significant part is exchanged via informal channels. Despite some scholars argued that only general and low-value information can be shared through this kind of channels (Breschi & Lissoni, 2001), empirical research show that specific and critical knowledge diffuses through informal networks as well (Dahl & Pedersen, 2004). Indeed, informal ties between firms represent the fertile ground for the so-called 'information trade', according to which firms must give useful information in order to obtain it (Rogers, 1982). Von Hipple (1987) considers informal information trade between firms as an important form of cooperative R&D, likely to occur in industries where proprietary knowledge is critical for firms' success. Although such knowledge spillovers are recognized to be not a critical factor for firms' willingness to cluster (Krugman, 1991), they are an important form of knowledge transfer and their existence within clusters is undoubtedly linked to the one of informal networks. Scholars argue that formal ties among firms are important in explaining innovation exactly because they enable access to informal spillovers within a regional ecology (Owen-Smith & Powell, 2004, p. 9). This argument is motivated by the fact that a large portion of the knowledge exchanged across organizational borders is tacit in nature, which is informally transmitted by face-to-face interaction (Giuliani, 2010). It descends that informal inter-organizational networks represent interesting subjects of study for their pivotal role as conduits for information and knowledge diffusion. Although several studies recognize the importance of informal networks for the dissemination of knowledge, they mostly fail in assessing the extent to which inter-organizational informal ties represent conduits of work-related knowledge. The data belongs to an original dataset that we have built over time since the establishment of the ITC Pole of Abruzzo Region. First results highlight that a considerable part of informal ties represents conduits of work-related knowledge. The paper tries to contribute to the literature by emphasizing the importance of informal inter-organizational networks; when studying industrial clusters as knowledge ecosystems, informal ties among cluster actors do exist and a considerable part of those are exclusively devoted to share work-related knowledge
Exploring the evolution of business model innovation alliances: The case of Velasca
No full textFirms jointly conduct business model innovation (BMI) through business model innovation alliances (BMIAs). However, the understanding of how BMIA partnerships evolve and how different partners contribute to the inter-organisational BMI process remains vague. Building on process theory, our study addresses this gap by adopting a processual stance towards the evolution of a successful BMIA. Three main propositions emerge from our findings. First, BMIA evolution follows the progression of an alliance-level BMI process that can entail nested firm-level BMI processes aimed at making the partners’ BMs more functional within the overarching inter-organisational BMI. Second, relatively small changes in BMs at the member level can lead to significant and novel changes in the BM at the alliance level. Third, BMIA evolution builds on leveraging complementarities amongst firms of different sizes and at different stages of development, and on resolving conflictual attitudes amongst similar partners
A New Perspective on Factors Influencing the Development of Dynamic Capabilities
No full textObjectives. The dynamic capability framework has got the wide attention of prominent scholars because of its importance in providing sustainable competitive advantage. Yet, researchers have less focused on the development process of dynamic capabilities. This study investigates the role of organizational factors, more specifically organizational culture and leadership, in the development of dynamic capabilities. Methodology. This is a qualitative research study that involved comparative case study analysis. Semi-structured interviews were used in data collection. Based on original data collected through 21 interviews (13 from company A and 8 from company B), we analyzed what drove the development of dynamic capabilities in two quite different cases. Findings. It was found that research on the development of dynamic capabilities needs a holistic approach as organizational factors are interrelated and interdependent. On the basis of this, we have drawn number of conclusions and proposed a conceptual model which is based on three propositions. First, dynamic organizational culture is positively related to firm’s capacity to develop dynamic capabilities. Second, dynamic leadership has a significant role in creating dynamic organizational culture. Third, dynamic leadership plays a vital role in the development of dynamic capabilities. Research limits. The model has been developed upon evidences coming from a limited number of case studies, therefore, results must be interpreted with caution. Practical implications. This paper will act as guide for managers’ and leaders’ in creating dynamic culture within the organization and developing dynamic capabilities. Originality of the study. The originality of the study lies in the fact that it proposes a new model, revealing the traits of dynamic organizational culture and dynamic leadership, the two organizational factors influencing firm’s capacity to develop dynamic capabilities
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