Daniel Trabucchi, Paola Bellis, Tommaso Buganza, Filomena Canterino, Abraham B. (Rami) Shani, Roberto Verganti and Joseph Press
This study investigates the application of collaborative inquiry within innovation management, employing platform thinking to address challenges of generalizability and relevance…
Abstract
Purpose
This study investigates the application of collaborative inquiry within innovation management, employing platform thinking to address challenges of generalizability and relevance. The aim is to integrate Collaborative Inquiry methods, characterized by participatory, diffuse, and reflective practices, to transform research into a tool for impactful change in organizations in the field of innovation management.
Design/methodology/approach
A longitudinal participatory case study approach focuses on the IDeaLs case—a research platform that collaborated with multiple companies over several years. The data gathered and analyzed comes from the research project within the research platforms over the first two editions and from the research platform management and coordination activities.
Findings
The study introduces the Collaborative Research Platform Approach (CRPA), demonstrating its effectiveness in addressing typical constraints of traditional research methodologies through a real-world application within the IDeaLs case. The findings highlight the CRPA's potential in fostering a dynamic, co-creative research environment that bridges theoretical knowledge with practical applications, thus enhancing both scholarly and organizational outcomes while pursuing a future change within the organizations.
Research limitations/implications
There are two main research implications. First, it proposes platform thinking as a theoretical lens to read a multi-stakeholder phenomenon in the research domain, confirming its nature of value-creation mechanisms, using it outside the business model and strategic space. Second, it offers a methodological contribution by presenting the CRPA framework.
Practical implications
The CRPA framework offers organizations a structured approach to managing collaborative research projects that align with both academic rigor and practical relevance. Companies engaged in the study reported enhanced ability to implement actionable insights from research, influencing real-time decision-making processes.
Social implications
By fostering collaborative engagements across multiple stakeholders, the CRPA promotes a research culture that values inclusivity and practical impact, potentially leading to broader societal benefits through improved innovation management practices.
Originality/value
This paper contributes to the innovation management field by proposing the CRPA, which integrates principles of Platform Thinking with Collaborative Inquiry. This novel approach is designed to improve the applicability and scope of innovation research, offering a robust framework that enhances engagement and utility across academic and business domains. It uses platforms as a theoretical lens to read a multi-stakeholder environment in the research domain.
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Paolo Landoni and Daniel Trabucchi
This study investigates the sustainability models of non-profit and hybrid organizations, which aim to balance economic, social and environmental objectives. The research…
Abstract
Purpose
This study investigates the sustainability models of non-profit and hybrid organizations, which aim to balance economic, social and environmental objectives. The research introduces the Sustainability Model Canvas to analyze these organizations and identify common patterns, unique characteristics and managerial insights to balance the triple bottom line.
Design/methodology/approach
The research utilizes the Sustainability Model Canvas to examine the sustainability models of 200 non-profit and hybrid organizations. Data were collected from secondary sources, including articles, reports and websites. The analysis was conducted using the activity system theoretical framework, which helped to identify design elements and themes within the business models of the studied organizations.
Findings
The study reveals four primary sustainability model patterns: donated income, earned income, public income and auto-generated income. An additional mixed approach pattern is identified, combining elements from the four primary patterns. The research highlights the parallels between these sustainability models and multi-sided platform business models, offering managerial suggestions for leveraging these patterns to achieve sustainability.
Research limitations/implications
The study is based on secondary data, which may limit the depth of insights compared to primary data collection. At the same time, the chance to consider hybrid organization through multi-sided platform lenses provides relevant contributions to both the literature streams.
Practical implications
The identified sustainability model patterns and managerial suggestions can serve as blueprints for non-profit and hybrid organizations aiming to design or innovate their sustainability models. The Sustainability Model Canvas offers a practical tool for organizations to visualize and balance their triple bottom line objectives.
Social implications
The research underscores the importance of integrating social and environmental considerations into business models, promoting a holistic approach to sustainability that can lead to broader social and environmental benefits.
Originality/value
This research contributes to the business model literature by extending the focus beyond traditional profit-oriented organizations to include non-profit and hybrid organizations. The introduction of the Sustainability Model Canvas provides a new tool for designing and analyzing sustainability-oriented business models. The study also suggests considering sustainability models as multi-sided platforms, offering new insights for both academic and practical applications.
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While prior studies predominantly focus on the overall impact of digital transformation on environmental, social and governance (ESG) performance, this study employs dynamic…
Abstract
Purpose
While prior studies predominantly focus on the overall impact of digital transformation on environmental, social and governance (ESG) performance, this study employs dynamic capability theory to examine two different dimensions of digital transformation, namely digital transformation quantity and digital transformation structure, and how they influence the ESG performance of enterprises. The mediating roles of social attention and green innovation are investigated to further explore the underlying mechanisms.
Design/methodology/approach
The authors apply fixed effects models and empirically test the hypotheses using samples of Chinese A-share listed companies from 2011 to 2020. In addition, difference-in-differences and instrumental variable methods are used in the robustness test.
Findings
When digital transformation is categorized into quantity and structure, the impact mechanisms are found to be distinct. Externally, digital transformation quantity attracts social attention, aiding enterprises in evolutionary adaptability and acquiring resources to support ESG practices. Internally, digital transformation structure fosters green innovation, enabling enterprises to overcome technical obstacles and harness technology’s potential to enhance their ESG performance.
Originality/value
This study contributes to the current knowledge by differentiating digital transformation into quantity and structure, which helps to further explore the mechanism of digital transformation on ESG and address the research gap. Meanwhile, the concept of adaptability in the dynamic capability theory is employed to construct the model, offering a deeper perspective and expanding the theory. This nuanced investigation of the mediating effects of social attention and green innovation elucidates how different dimensions of digital transformation contribute to the development and utilization of dynamic capabilities, thereby enhancing enterprises’ ESG performance.
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Hussein-Elhakim Al Issa and Mohammed Mispah Said Omar
The empirical study of factors related to digital transformation (DT) in the banking sector is still limited, even though the importance of the topic is universally evident. To…
Abstract
Purpose
The empirical study of factors related to digital transformation (DT) in the banking sector is still limited, even though the importance of the topic is universally evident. To bridge that gap, this paper aims to explore the role of digital leadership (DL), innovative culture (IC) and technostress inhibitors (TI) to support engagement for improved digital innovation (DI). Based on the literature, these variables are crucial aspects of digitalisation, even though there is no agreement on their conclusiveness.
Design/methodology/approach
This quantitative study tested a new conceptual model using survey data from five major banks in Libya. Partial least squares structural equation modelling was used to analyse the data from the 292 usable responses.
Findings
The results showed that DL and IC positively affect DI. Techno-work engagement (TE) mediated the relationship between leadership, culture and innovation. TI played a significant moderating role in leadership, culture and engagement relationships.
Practical implications
The research findings highlight critical issues about how leadership style and fostering organisational support in the banking sector can enhance DT. Leaders must demonstrate a commitment to long-term resource allocation to avoid possible negative effects from digital stress while pursuing DI through work engagement.
Social implications
The study suggests that fostering organisational support can enhance DT in retail banks, potentially leading to improved customer experiences and increased access to financial services. These programs will help banks contribute to societal and economic development.
Originality/value
This timely study examines predictor mechanisms of innovation in retail banking that resonate within the restrictions of organisational and DI frameworks and the social exchange theory. Exploring the intervening effect of TE in the leadership, culture and innovation associations is unprecedented.
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Juan-Gabriel Cegarra-Navarro, Aurora Martínez-Martínez, David Cegarra-Leiva and María Eugenia Sánchez-Vidal
Being open-minded means listening to others’ proposals, even if they go against our criteria. Although having an open mindset is the key to “open innovation,” we find that many…
Abstract
Purpose
Being open-minded means listening to others’ proposals, even if they go against our criteria. Although having an open mindset is the key to “open innovation,” we find that many managers are reluctant to make sustainable changes, either because they prefer to stick to what they know and prefer to stay in their comfort zone or just because they are embarrassed to assume errors or ignorance in certain issues of an environmental nature. The study aims to examine the role of green skills in overcoming defensive rigidity and defensive embarrassment barriers that hinder open innovation.
Design/methodology/approach
A questionnaire-based survey was administered to 208 SMEs in the Spanish textile industry. The data collected were processed and analyzed using the partial least squares structural equation modeling technique (PLS-SEM) and SmartPLS 4.
Findings
The study reveals that green skills significantly contribute to the development of open innovation and the mitigation of defensive routines among managers. This indicates that equipping managers with green skills can reduce their defensive rigidity and embarrassment, thereby fostering a more open and innovative organizational culture.
Originality/value
This research is original in its focus on the Spanish textile industry and its exploration of the specific psychological barriers that managers face in adopting sustainable innovations. By highlighting the importance of green skills, it provides a novel perspective on overcoming defensive routines to promote open innovation.
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Arash Arianpoor and Mahsa Toorchi
The present study aims to investigate the impact of manager conservatism on innovation and capital expenditures especially the moderating role of the crisis caused by the COVID-19…
Abstract
Purpose
The present study aims to investigate the impact of manager conservatism on innovation and capital expenditures especially the moderating role of the crisis caused by the COVID-19 outbreak for companies listed on the Tehran Stock Exchange (TSE).
Design/methodology/approach
The present study investigated information about 178 companies in 2014–2022. In this study, the CEO’s signature was a psychological proxy of conservatism. Modified multiple regression analysis was used to investigate the moderating role of COVID-19. The present study also used the Generalized Method of Moments (GMM) to address endogeneity issues.
Findings
The results showed that manager conservatism has a positive and significant effect on capital expenditures, while manager conservatism negatively impacts firm innovation. In addition, COVID-19 significantly strengthens the impact of manager conservatism on capital expenditures and firm innovation. Hypothesis testing based on robustness checks confirmed these results.
Originality/value
This study aims to investigate the impact of manager conservatism, as a personality trait, on capital expenditures and innovation. These aspects have not been thoroughly explored in the existing literature. Additionally, it is important to consider the perceived threat of COVID-19, known to have a greater effect on conservatives. This study seeks to examine the interactive role of manager conservatism and COVID-19 on investment in capital expenditures and innovation. The present findings will not only benefit managers and policymakers in both developing and developed countries but will also provide valuable insights into decision-making processes related to capital expenditures and innovation during critical conditions such as the COVID-19 outbreak.