123 research outputs found
The challenge of authentic leadership in a volatile, uncertain, complex and ambiguous business environment
No full textThis chapter investigates the relevance and necessity of leadership and authentic leadership roles in organisational change in the modern VUCA world. He argues that authentic leaders need to learn to adapt to the increasingly VUCA environment, asking: Can they? Do they? If so, how? Authentic leaders need to evaluate not just the metrics behind success or failure but also their leadership traits and behaviour during organisational change to determine whether adjustments may be warranted. Taran provides an inspiration list of categories for leadership and authentic leadership self-refection. He calls for in-depth case studies of authentic leadership in response to VUCA circumstances that could be largely descriptive producing a body of data against which new theories can be tested and refined
Business model configurations:A five V framework to map out potential innovation routes
No full textPurpose - Despite the common understanding that business model (BM) innovation is of vital importance for securing competitive positioning in the market place, managers still seem to lack appropriate frameworks and tools which can support them in renewing and rejuvenating their company’s existing BM. The purpose of this paper is to develop a structural and comprehensive toolbox of available BM configurations, from which companies can choose, to innovate their BM upon, and to design an appropriate BM innovation framework which can facilitate them in re-designing, selecting, and implementing new BM configuration possibilities.
Design/methodology/approach - A structured literature review is conducted to identify all the relevant BM configurations. Then, a value driver analysis is performed to group these BM configurations into appropriate categories. Finally, an ontological classification scheme and a structural and workable process, i.e. a BM innovation framework, are inductively developed.
Findings - The paper systematically develops a list of 71 BM configurations and groups them into an ontological classification scheme according to five groups: Value Proposition, Value Segment, Value Configuration, Value Network, and Value Capture. The paper illustrates how the BM innovation framework, enabled by this ontological classification scheme, provides a platform for identifying BM innovation routes for companies, allowing managers to envisage radical, disruptive, and new-to-the-world BM configuration ideas, or apply existing configurations from other industrial settings in what may be deemed new-to-the-industry innovation.
Originality/value -The paper enriches the amount of potential BM configurations available for managers to choose from when innovating their BMs, and extends the analysis to five core BM configuration categories. Moreover, the BM innovation framework suggested highlights the strong relationships among the value drivers, thus presenting the opportunity for managers to assess potential conflicts or synergies between various value drivers, and to align the BM management process as a whole
Business model archetypes:A mapping Tool for fostering innovation
No full textCompanies today, in some industries more than others, invest more capital and resources just to stay competitive, develop more diverse solutions, and increasingly start thinking more radically when considering their business models. By using the analytic induction method, we designed our research objectives as followed: 1. develop [deductively] a typology of business model archetypes, and to group various archetypes under a distinct list of
categories, and 2. to facilitate companies in the process of business model innovation, by linking [inductively] managers’ strategic preferences with obtainable and applicable business model archetypes.
A comprehensive literature review and analysis resulted in a list of 61 business model archetypes, systematically organized under five classification groups, namely, revenue model; value proposition; value configuration; target customers, and strategic partnerships. Based on the list of archetypes developed, various testable propositions are put forward, aimed at facilitating companies in selecting the most applicable business model archetypes, based on their own strategic preference, as part of their business model innovation activity planned
Business model innovation or Business model imitation – That is the question
Full text linkThis paper explores the phenomenon of intra-industry Business Model (BM) imitation through the concept of BM configurations and sheds light on how it relates to BM innovation. The analysis focuses on similarities and deviations of BM configurations among 80 companies operating in the industry sector related to Phantom Limb Pain (PLP). Leveraging a questionnaire-based mapping tool, the results show that companies operating within the area of PLP treatment apply relatively similar BM configurations. This indicates that companies mostly imitate the successful BMs of their main competitors in the industry as a whole and in their specific sub-groups, thus potentially ignoring the opportunity to also compete on a BM level. The contribution brought by the paper is twofold. First, it adds to the research stream on BM configurations by showing that this concept can be used not only to analyze and foster cross-industry BM imitation, but also to explore and examine intra-industry BM imitation (or differentiation). Second, the article contributes to the research stream on intra-industry BM imitation by going beyond prior anecdotal evidence and empirically testing the existence of the phenomenon of intra-industry BM imitation and hence, the potential innovation space on a BM level
Regional Innovation System and Innovation Policy: Metropolitan Region of Santiago - Case study
No full textThis research studies the development of the regional innovation policy in the Metropolitan Region of Santiago, Chile, and its Regional Innovation System. The author has seen the need to carry out this research due to the incongruence between the potential of this region for the generation of innovation and the results that it shows. This document focuses on the first regional innovation strategy (2012-2016) developed in the region, in terms of its objectives, design and implementation. Continuing with an analysis of the configuration of its regional innovation system according to The Triple Helix Model. Finally, recommendations are provided to improve the implementation and effectiveness of it. The data collected were compared with the theory and other studies on these subjects, trying to avoid the author's bias. The conclusions of this research show a weak regional institutional configuration, which ended up causing a partial failure during the implementation of the regional innovation strategy, however, the strategy showed that it was intended to go in the right direction in terms of what the literature has shown about innovation at a regional level in developing economies
Comparative Analysis of Common Frameworks Within the Construction Industry
No full textFindingsOne particular framework is not suitable for an entity; it should be considered a mechanism that caters to unique focus areas and should rather be viewed as an ecosystem that allows for a holistic approach to the green transition.Originality/ Value and practical implicationsThis report, distinguished by its methodological rigour, is deeply rooted in ontological stance. It integrates critical realism and constructivism to comprehend the multifaceted realities of ESG frameworks. Epistemologically, it embodies pragmatism and constructivism, facilitating the isomorphism between stakeholder’s regulatory frameworks and civil society obligations. The use of descriptive research, coupled with mixed methods thematic analysis, including interviews and document reviews, is elevated by a comparative analysis. This approach allows for an empirically grounded discussion and provides profound insights into the trajectory of the ESG landscape. The findings of this research have practical implications, offering a comprehensive understanding of the green transition within ESG frameworks and its relevance to real-world applications.5Keywords:Normative change, ESG, Ethical responsibility, Discourse, Proactive Mitigation, Isomorphism Equilibrium, Janusian face Cause and effectPaper type:Thesis repor
Managing Change in a VUCA World a Retrospective Case Studies of Ford and GM
No full textThe global financial crisis of 2008 led to a dramatic change in the U.S automobile industry’s profile. This research is based on two retrospective case studies of two big American Automobile manufacturers Ford and General Motors. Furthermore, the crisis affected the sales of both the company. As a result they suffered a huge net loss. GM filed for ‘Chapter 11’ bankruptcy and received a bailout fund from U.S. Federal government and started as “New” GM under the ownership of government whereas, Ford avoided bankruptcy and government ownership.The paper study how both the company manage change process in the rapidly changing, chaotic and turbulent business environment which has become a ‘new’ normal. Leaders act as a change agent, who plays an important role in initiating, implementing and managing change in times of crisis under severe, uncertain and complex condition. Furthermore, many companies do not understand how to react or deal with VUCA situation. Volatility, uncertainty, complexity, and ambiguity each component pose unique challenges. Therefore, the organization should be able to identify it because each component requires a separate and unique response. Furthermore, this paper will analyze how to deal with each component of VUCA separately
Assessment of the practices of Aalborg University Inkubator: current state and future possibilities.
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