1,721,003 research outputs found
Balancing Cognitions and Emotions to Advance Lean Corporate Programs
Full text linkThis study investigates how cognitive and emotional mechanisms drive advancement in lean corporate programs, addressing a key yet underexplored factor in continuous improvement. While existing research documents lean program successes, it often overlooks the role of cognitive and emotional factors in program progression. Using a phenomenological approach, we integrate individual and plant-level data through both qualitative and quantitative methods. Focusing on a lean corporate program implemented across 22 Italian plants of a leading global carmaker, we employ a structural equation model to assess the relationships among lean organizing principles, cognitive involvement, emotional perceptions, and lean program advancement. Three key insights emerge: 1) A comprehensive application of lean organizing principles enhances employees’ cognitive involvement in lean practices; 2) Cognitive involvement is essential for advancing lean corporate programs; 3) Positive emotional states—such as pride, self-efficacy, and perceived fairness—significantly mediate the relationship between cognitive involvement and lean advancement. This study contributes to lean management literature by demonstrating that positive emotions are critical for sustaining lean progress. By bridging the knowledge-based view with behavioral theories, we provide researchers and practitioners with a nuanced understanding of the interplay between cognitive and emotional factors in advancing lean programs
When digital platforms meet tradition: Phygital innovation in the cultural heritage
Full text linkThe digitalization of cultural and creative industries has often followed a path of convergence between physical and digital artefacts, leading to the rise of digital platforms that reshape value chains. However, the cultural heritage sector has undergone a different form of digital transformation. Digital platforms in this field create a “phygital” experience that blends tradition with innovation. This study examines the role of digital platforms in fostering social and economic development in the cultural heritage sector, focusing on Google Arts & Culture, launched by Google in 2011. Through a longitudinal case study, we explore how digital platforms create value for multiple stakeholders—museums, users, and the platform itself—by enhancing efficiency, complementarities, novelty, and lock-in mechanisms. Our findings indicate that digital platforms introduce a more dynamic and complex ecosystem that drives growth and innovation while shifting cultural organizations from integrated supply chains to networks of strategic partnerships. The success of digital platforms in promoting social and economic development depends on museums’ ability to internalize legacy knowledge and platforms’ capacity to reinterpret this knowledge using advanced digital tools. This research contributes to the literature on innovation and strategic management by demonstrating that, rather than disrupting tradition, digital platforms enhance the cultural heritage experience. Additionally, while platforms like Google Arts & Culture operate under a non-profit model to democratize culture, they capture significant value through data aggregation, which may play a key role in training artificial intelligence systems
The digitalization of search and recombination mechanisms: Tensions and implications in the cultural heritage sector
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INDUSTRY CHANGE AND VERTICAL INTEGRATION CHOICES: THE MODERATING ROLE OF THE INSTITUTIONAL ENVIRONMENT
No full textIn this paper we show that institutional differences in an industry should be included in theoretical contributions on vertical de-integration. Through a case study on the cultural heritage industry in different countries, we show that gains from specialization and transaction costs depend on the institutional environment. Institutional settings where museums had flexibility in competencies acquisition led to higher coordination costs that museums had with a new distributor entering the sector. In these contexts, museums opted for vertical integration even if new specialization patterns emerged due to technological change. By contrast, in environments that hindered the diffusion of the new norms and values needed to cope with the new specialization, museums responded less effectively to the technological change opting for less vertical integration
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