Ankita Tandon and Diganta Chakrabarti
Coworking spaces provide coworkers significant opportunities to connect, share knowledge, learn from each other and innovate. Yet, there is hardly any research literature on how…
Abstract
Purpose
Coworking spaces provide coworkers significant opportunities to connect, share knowledge, learn from each other and innovate. Yet, there is hardly any research literature on how coworking spaces support this. This paper examines how coworking spaces can promote knowledge sharing among coworkers to support innovation and develops a conceptual framework for the same.
Design/methodology/approach
This paper brings together literature from the fields of coworking spaces, communities of practice, identification and knowledge sharing to develop a conceptual framework.
Findings
Coworking space managers can drive specific activities to promote a sense of community among coworkers. This can create identification with the coworking community and with the coworking space, leading to higher propensity to collaborate, share knowledge and work together to innovate.
Research limitations/implications
This paper proposes a conceptual framework that can be further examined through qualitative and quantitative research.
Practical implications
This paper suggests specific activities which coworking space managers can undertake to promote learning and innovation – important motivations for people to use coworking spaces. This will also help coworking spaces to make a strong business case and differentiate themselves from competitors.
Originality/value
Since coworking spaces bring together people from varied backgrounds who belong to diverse organizations and work on varied domains, nudging them to share knowledge is difficult. This paper is one of the first attempts at developing a framework to promote knowledge sharing in coworking spaces.
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This paper explores the role of distributed leadership for learning and innovation in organizations. Learning and innovation being collective interactive processes, individual…
Abstract
Purpose
This paper explores the role of distributed leadership for learning and innovation in organizations. Learning and innovation being collective interactive processes, individual leadership is not the most effective way to drive them. This paper discusses how developing a distributed approach to leadership can be useful in enhancing the effectiveness of these processes, particularly in the current context of dispersed and remote working spurred by the pandemic.
Design/methodology/approach
This paper draws on literature from the domains of leadership and learning to discuss how effectiveness of learning and innovation can be enhanced through the application of appropriate leadership models.
Findings
This paper brings out the importance of developing a distributed leadership approach to enhance learning and innovation in organizations. It provides actionable suggestions that can be used by organizations to develop shared leadership capabilities.
Originality/value
Moving away from traditional leadership models, this paper highlights the significant role that distributed leadership can play to enhance the effectiveness of collective processes such as learning and innovation. The approach is even more relevant in the current pandemic context where organizations are operating in a distributed setup with flexible work from home arrangements. Learning and innovation in such virtual, asynchronous work arrangements is a challenge. Development of distributed leadership mindset and approach can enable organizations to operate more effectively in the new normal.
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The purpose of this paper is to further theory development in the field of social entrepreneurship by developing a research agenda for examining organizational learning in social…
Abstract
Purpose
The purpose of this paper is to further theory development in the field of social entrepreneurship by developing a research agenda for examining organizational learning in social enterprises.
Design/methodology/approach
This paper anchors in the interpretive paradigm of learning. It draws on social entrepreneurship literature to identify unique features of social enterprises. These characteristics are then investigated from a situated learning perspective to develop research questions around the following themes: social structures enabling learning, boundaries, boundary objects, boundary roles and boundary interactions.
Findings
Boundaries are identified as loci around which critical learning interactions occur in social enterprises. The significance of studying implicit and explicit boundaries, knowledge brokering, boundary objects and boundary interactions for gaining novel insights into the social enterprise learning process is highlighted.
Originality/value
This paper assists the progression of academic discussion in social entrepreneurship from definitional debates to critical organizational-level phenomena. It brings to attention the importance of studying organizational learning in the unique context of social entrepreneurship for advancing organization theory. It informs practice by highlighting critical social structures, boundaries, agents and objects which need to be identified and managed for promoting learning in social enterprises.
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Bikramjit Rishi and Archit Kacker
To appraise the product positioning in an emerging market. To recognize and discuss a positioning plan for a new product. To apply, describe the Kapferer brand identity prism…
Abstract
Learning outcomes
To appraise the product positioning in an emerging market. To recognize and discuss a positioning plan for a new product. To apply, describe the Kapferer brand identity prism along with different competition levels for Kingfisher Ultra Max. To deliberate the marketing mix for improving the sales of Kingfisher Ultra Max.
Case overview/synopsis
United Breweries Limited (UBL) was part of UB Group, which was a business conglomerate. United Breweries Holdings Limited or UB Group was headquartered at UB City, Bangalore, India. It dealt in many businesses, out of which UBL was one of them. Kingfisher Ultra Max was Kingfisher’s newest addition to the super-premium strong beer segment. It was a larger-based beer with 8% alcohol by volume content and was stronger in terms of alcohol content than Kingfisher Ultra, which was also from the super-premium segment. This brands positioning was such that it targeted the premium segment. The top management was considering a change in positioning for their Ultra Max brand. A research report submitted by a premier business school also recommended a change in positioning. The officials in the meeting are contemplating the two options for the shift in positioning; one is to make the change of positioning across India and the other is to make the change specific to some states.
Complexity academic level
The case is targeted at students of post-graduation and under-graduation programs in business administration, specializing in marketing management, brand management or marketing strategy. Also, the case study can be included as part of courses related to strategic management and competitive analysis.
Supplementary materials
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Subject code
CSS 8: Marketing.
Supplementary materials
Teaching Notes are available for educators only.