Results 151 to 160 of about 11,194 (304)
The role of inter-organizational collaboration within innovation strategies: towards a portfolio approach. [PDF]
Within the innovation literature, inter-organizational collaboration is being advanced as instrumental for improving the innovative performance of firms.
Debackere, Koenraad +2 more
core
Paving the way for incumbents' digital transformation. A review and research agenda
European Management Review, EarlyView.Abstract Digital transformation is reshaping the competitive landscape by forcing incumbent firms to rethink their strategies, organizational structures, and business models. While a substantial body of literature has explored digital transformation in specific sectors, focusing on various factors and organizational mechanisms, there remains a lack of ...
Anna Bastone +3 more
wiley +1 more source
Achieving Organizational Ambidexterity : Understanding and explaining ambidextrous organizations
, 2010 Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms
Mirzataghi Chaharmahali, Sara +1 more
openaire +1 more source
European Management Review, EarlyView.Abstract Firm innovation and corporate social responsibility (CSR) are key strategic considerations that shape a firm's competitiveness and sustainability. However, studies exploring the relationship between the two are heterogeneous and sometimes obtain contradictory results, making it difficult to draw clear conclusions.
Daniel Alonso‐Martínez +2 more
wiley +1 more source
Manager‐initiated unlearning: A study of intellectual property departments in Japanese firms
European Management Review, EarlyView.Abstract Previous studies have emphasized that individuals play important roles in facilitating organizational unlearning; however, little is known about how leadership promotes organizational unlearning. From the perspective of routine dynamics, this study explores the effects of managers' behaviors on unlearning at the department level.
Makoto Matsuo
wiley +1 more source
International Journal of Management Reviews, EarlyView.Abstract Organizations are increasingly urged to adopt circular economy principles for their business strategies, yet ‘going circular’ is challenging. The circular business model (CBM) transition—shifting from linear to CBMs—is complex, and our initial analysis of the literature indicated that organizations do not know how to implement circular ...
Farshad Hajiakbari +3 more
wiley +1 more source
Resilient IT: Winning With People and Process
Information Systems Journal, EarlyView.ABSTRACT In today's dynamic environment, IT organisations face numerous challenges from disruptions such as natural disasters, cybersecurity threats, international conflicts, evolving regulations, pandemics and recent global incidents such as the CrowdStrike outage.
Wesam Helou +2 more
wiley +1 more source
Genres of Paradoxical IS Theorising: Of Chaos–Puzzles and Spear–Shields
Information Systems Journal, EarlyView.ABSTRACT Paradox is a powerful lens for theorising information systems (IS) phenomena. However, as scholars apply the term to fundamentally different phenomena, ‘paradox’ risks dilution. Much confusion stems from conflating two concepts under the same English label ‘paradox’: chaos–puzzles (seemingly impossible ideas, aligned with the Chinese term ‘bei
Blair Wang +2 more
wiley +1 more source
Financial/Social Trade‐Offs in Dual‐Purpose Companies
Journal of Management Studies, EarlyView.Abstract Dual‐purpose companies (DPCs) encounter numerous financial and social trade‐offs in their operations. However, existing research has not fully explored the heterogeneity and antecedents of these trade‐offs. To bridge this gap, we first distinguish between scenarios in which trade‐offs are mitigated or intensified, and then categorize the ...
Fengbin Wang +3 more
wiley +1 more source
Journal of Management Studies, EarlyView.Abstract Our study challenges a commonly held assumption in the legitimacy and organizational change literatures: that the legitimacy of a change project is closely tied to, and dependent upon, the legitimacy of the change agent promoting it. Drawing on an in‐depth, three‐and‐a‐half‐year qualitative study of a major transformation within a French ...
Alaric Bourgoin +2 more
wiley +1 more source