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Partial De-Organizing for Innovation and Strategic Renewal? A Study of an Industrial Innovation Programme

Published on Jul 18, 2019
· DOI :10.1017/9781108604994.017
Frank den Hond , Kati Järvi4
Estimated H-index: 4
,
Liisa Välikangas14
Estimated H-index: 14
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References20
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Published on Oct 2, 2017in World Bank Publications
Xavier Cirera1
Estimated H-index: 1
,
William F. Maloney33
Estimated H-index: 33
Landes’ (1969) classic metaphor of The Unbound Prometheus, referring to the Greek god who released the power of fire to mankind. Defined as the introduction of new products, technologies, business processes, and ideas in the market, as well as the invention of new ideas, innovation drives Schumpeter’s creative destruction process (Schumpeter [1942] 2008), underlies modern growth theory, and is the critical ingredient in historical accounts of how countries achieve prosperity. In turn, the gains ...
Published on Mar 1, 2016in Administrative Science Quarterly8.02
Timo Vuori6
Estimated H-index: 6
(Aalto University),
Quy Nguyen Huy16
Estimated H-index: 16
(Ad: INSEAD)
We conducted a qualitative study of Nokia to understand its rapid downfall over the 2005–2010 period from its position as a world-dominant and innovative technology organization. We found that top and middle managers’ shared emotions during the smartphone innovation process caused cycles of behaviors that harmed both the process and its outcome. Together, organizational attention structures and historical factors generated various types of shared fear among top and middle managers. Top managers ...
Published on Jan 1, 2015in Organization Studies3.54
Göran Ahrne10
Estimated H-index: 10
,
Patrik Aspers17
Estimated H-index: 17
,
Nils Brunsson25
Estimated H-index: 25
(Uppsala University)
Markets have sometimes been described as vastly different from and even opposite to formal organizations. But markets and organizations share a similarity as well. Both are organized - by the use o ...
Published on Oct 20, 2014in Culture and Organization0.53
Mark de Rond13
Estimated H-index: 13
(University of Cambridge)
Serendipity is routinely but mistakenly used as synonymous with chance events, luck or providence. It is thus not surprising that serendipity remains comparatively under-researched. After all, how is one to unlock the ‘black box’ of chance? Rather than being synonymous with chance, serendipity results from identifying ‘matching pairs’ of events that are put to practical or strategic use. With this etymologically accurate definition in mind, serendipity thus describes a capability, not an event. ...
Published on Sep 1, 2014in Organization Studies3.54
Henk W. Volberda49
Estimated H-index: 49
(EUR: Erasmus University Rotterdam),
Frans van den Bosch40
Estimated H-index: 40
(EUR: Erasmus University Rotterdam),
Oli R. Mihalache6
Estimated H-index: 6
(WLU: Wilfrid Laurier University)
Despite the mounting evidence that innovation in management can fuel competitive advantage, we still know relatively little about how firms introduce new ways of managing. The goal of this introductory essay—and the Themed Section it introduces—is to advance this knowledge. To this end, we first synthesize the main developments in the field of management innovation and show that the field has branched into four main theoretical perspectives (rational, institutional, international business, and t...
Published on May 1, 2012in Organization Studies3.54
Nils Brunsson25
Estimated H-index: 25
(Uppsala University),
Andreas Rasche23
Estimated H-index: 23
(Warw.: University of Warwick),
David Seidl26
Estimated H-index: 26
(UZH: University of Zurich)
This paper suggests that when the phenomenon of standards and standardization is examined from the perspective of organization studies, three aspects stand out: the standardization of organizations, standardization by organizations and standardization as (a form of) organization. Following a comprehensive overview of existing research in these three areas, we argue that the dynamic aspects of standardization are under-represented in the scholarly discourse. Furthermore, we identify the main type...
Published on Jul 1, 2011in Journal of Management Studies5.84
Linda Rouleau15
Estimated H-index: 15
(HEC Montréal),
Julia Balogun21
Estimated H-index: 21
(Lancaster University)
This paper seeks to better understand the way middle managers contribute strategically to the development of an organization by examining how they enact the strategic roles allocated to them, with particular reference to strategic change. Through vignettes drawn from the authors' current research, a framework is developed that shows two situated, but interlinked, discursive activities, ‘performing the conversation’ and ‘setting the scene’, to be critical to the accomplishment of middle manager s...
Published on Jan 1, 2011in Organization2.70
Göran Ahrne10
Estimated H-index: 10
,
Nils Brunsson25
Estimated H-index: 25
It is common practice in organizational research to restrict the concept of organization to formal organizations, and to describe the world outside these entities by such other concepts as institut ...
Published on Jul 1, 2009in Journal of Management Studies5.84
Zeki Simsek24
Estimated H-index: 24
(UConn: University of Connecticut),
Ciaran Heavey12
Estimated H-index: 12
(UConn: University of Connecticut)
+ 1 AuthorsDavid Souder9
Estimated H-index: 9
(UConn: University of Connecticut)
We take stock of the current body of knowledge and understanding on organizational ambidexterity to further specify the construct and develop a typology to focus this line of research. To that end, we first synthesize the various insights on ambidexterity's conceptualization in extant research. We then develop a parsimonious, yet coherent typology that delineates four archetypes of ambidexterity using two primary dimensions underlying previous conceptualizations of this construct. To help focus ...
Published on Apr 1, 2009in Organization Science3.26
Mary Tripsas13
Estimated H-index: 13
(BC: Boston College)
Organizations often experience difficulty when pursuing new technology. Large bodies of research have examined the behavioral, social, and cognitive forces that underlie this phenomenon; however, the role of an organization's identity remains relatively unexplored. Identity comprises insider and outsider perceptions of what is core about an organization. An identity has associated with it a set of norms that represent shared beliefs about legitimate behavior for an organization with that identit...
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