In this article, we draw together aspects of contemporary theories of knowledge (particularly organisational knowledge) and complexity theory to demonstrate how appropriate…
Abstract
In this article, we draw together aspects of contemporary theories of knowledge (particularly organisational knowledge) and complexity theory to demonstrate how appropriate conceptual rigor enables both the role of government and the directions of policy development in knowledge‐based economies to be identified. Specifically we ask, what is the role of government in helping shape the knowledge society of the future? We argue that knowledge policy regimes must go beyond the modes of policy analysis currently used in innovation, information and technology policy because they are based in an industrial rather than post‐industrial analytical framework. We also argue that if we are to develop knowledge‐based economies, more encompassing images of the future than currently obtain in policy discourse are required. We therefore seek to stimulate and provoke an array of lines of thought about government and policy for such economies. Our objective is to focus on ideas more than argument and persuasion.
Details
Keywords
Greg Hearn, Penny Williams, Jose Hilario Pereira Rodrigues and Melinda Laundon
The purpose of this paper is to explore the approaches to education and training adopted by manufacturing organisations to identify and develop a set of learning principles for…
Abstract
Purpose
The purpose of this paper is to explore the approaches to education and training adopted by manufacturing organisations to identify and develop a set of learning principles for the successful transition to Industry 4.0.
Design/methodology/approach
A case study of a manufacturing ecosystem in Queensland, Australia was undertaken, that included semi-structured interviews with a total sample of 22 manufacturing industry representatives, an analysis of secondary data including organisational documents and government reports, and embedded cases of two manufacturing organisations.
Findings
Manufacturers successfully transitioning to Industry 4.0 are distinguished by a culture which values learning, management development to understand and lead innovation, experimental learning on the job and strong links to education and training providers through internships and upskilling pathways. These four principles inform approaches to creating tailored training solutions that respond to the unique needs of diverse manufacturing organisations.
Research limitations/implications
The two case studies describe exemplary high performing companies only and not companies at earlier stages of adopting Industry 4.0. Therefore, future research could include a broader spectrum of companies across the adoption spectrum. Nevertheless, considered as a study of a total manufacturing ecosystem, there is strong alignment of views of government, industry, union and education stakeholders regarding the key factors of transition to Industry 4.0.
Practical implications
There is a strong need for leaders of manufacturing organisations to enable a broad strategy of capability development beyond simple acquisition of new technologies. Detailed consideration and resourcing of on-the-job training and experimentation, talent attraction through innovation workplace cultures and strong relationships with education providers are important.
Social implications
Given that Industry 4.0 technologies such as robotics and AI are now rapidly diffusing into other industry sectors, the research has broader implications for education and training for the future of work. These technologies could produce stark differences between efficiency versus innovation-oriented adoption strategies. Whilst the former could displace workers, the latter can open pathways for upskilling, product and process innovation and cross sector employment.
Originality/value
Through the ecosystem level case approach, multiple stakeholder perspectives provide triangulated insights into advanced manufacturer's education, skills and training strategies, uncovering four learning principles that underpin the approach of manufacturers successfully transitioning to Industry 4.0. The findings have practical implications for policy makers and industry bodies supporting the transition to advanced manufacturing and provide manufacturing managers with insights into successful education and skill strategies that can be adapted to specific organisational needs.
Details
Keywords
Greg Hearn, Marcus Foth and Heather Gray
Advances in new media and web technology are making it easier for organizations and their employees, suppliers, customers and stakeholders to participate in the creation and…
Abstract
Purpose
Advances in new media and web technology are making it easier for organizations and their employees, suppliers, customers and stakeholders to participate in the creation and management of content. It is therefore, useful to understand how a corporate communication strategy can leverage these trends. The purpose of this paper is to discuss the take‐up and use of new media in organizations, highlighting a current approach to implementation issues.
Design/methodology/approach
The paper reviews and explores new media in organizations from three ecological layers: the social, discursive and technical, addressing who is communicating, the communication content and new media technology used.
Findings
The paper recommends a customer‐centered approach to implementing new media adoption in organizations using action research.
Research limitations/implications
Academic literature is lagging behind the pace of technological change, and evaluation studies are limited.
Originality/value
The paper shows how new media and Web 2.0 services can be employed to work in tandem with conventional communication tools such as phone, fax and corporate intranets. Such a hybrid approach enables organizations to maintain and strengthen existing stakeholder relationships, but also reach out and build relationships with new stakeholders who were previously inaccessible or invisible.
Details
Keywords
We argue that change management has become ideological and that by selective use of complexity research has used the imperative for change to further political and economic…
Abstract
We argue that change management has become ideological and that by selective use of complexity research has used the imperative for change to further political and economic agendas. We seek to redress this situation by developing a critical perspective on change and a new metaphor, the zone of entanglement, to assist critical analysis of change. Central to our argument is that a dynamic of change is non‐change. In this vein, we show that there are deep, robust and persistent structures that dampen change and which, if recognized, may help in achieving organic change, resulting in positive social transformations.
This paper sets out to describe and illustrate an emerging shift in the conceptualisation of value creation in business, namely the emergence of value ecology thinking.
Abstract
Purpose
This paper sets out to describe and illustrate an emerging shift in the conceptualisation of value creation in business, namely the emergence of value ecology thinking.
Design/methodology/approach
This paper examines shifts in the understanding of value creation in key business, economic and innovation literature and focuses on developments in creative industries at the forefront of technology and innovation – film, TV, computer games, e‐business, mobile phones – to illustrate how business increasingly creates value through ecologies.
Findings
This paper identifies five important shifts in the conceptualization of value creation by highlighting a growing prevalence in the literature of several ecological metaphors used to explain business processes, namely: the shift from thinking about consumers to co‐creators of value; the shift from thinking about value chains to value networks; the shift from thinking about product value to network value; the shift from thinking about simple co‐operation or competition to complex co‐opetition; and the shift from thinking about individual firm strategy to strategy in relation to value ecologies.
Originality/value
This paper synthesizes emerging trends in the literature in relation to value creation and defines the concept of a value‐creating ecology. In the process it sheds light on the structure of next generation business systems.
Details
Keywords
Abstract
Details
Keywords
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Successful transition to Industry 4.0 can be attained by adhering to some key learning principles. Firms should strive to create a learning culture and encourage employees to experiment and take risks. They can additionally benefit through leadership development to boost understanding of innovation and by building associations with different education and training bodies.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Details
Keywords
Albert Albers, Lukas Krämer and Masis Arslan
Organizational competences are essential sources of competitive advantage and thus are key drivers of competitive strategies for knowledge-intensive companies like automotive…
Abstract
Organizational competences are essential sources of competitive advantage and thus are key drivers of competitive strategies for knowledge-intensive companies like automotive manufacturers. In order to cope with increasing market complexity and dynamism, reduced development times, and relentless cost pressures in a highly competitive environment, knowledge-driven companies need to understand how to be proactive in building and leveraging the competences they will need to be successful in the future, especially within their product development activities.
To help managers become proactive in identifying and building useful future competences, the dynamic and systemic perspectives of competence-based strategic management provide a framework for analysis that can help managers to look beyond their organization’s current competences and identify organizational competences that will be needed in the future. Competence theory emphasizes that an organization’s competences are dynamic and constantly need to be updated and reconfigured to adjust to the competitive dynamics of an industry. Any methodology for identifying future competence needs must begin with some means for identifying strategic gaps between the competences a firm has now and the competences it will need in the future. This paper describes a technology and market roadmap-based methodology for forecasting a firm’s future competence needs – the competences a firm will need to start developing now in order to meet expected market demands in the future. The methodology proposed here is applied and, we believe, validated through application to a competence planning process in a German luxury car manufacturer.
Details
Keywords
The purpose of this paper is to offer an accessible and interdisciplinary research strategy in organisational ethnography, called action ethnography, that acknowledges key…
Abstract
Purpose
The purpose of this paper is to offer an accessible and interdisciplinary research strategy in organisational ethnography, called action ethnography, that acknowledges key concepts from action research and engaged and immersive ethnography. It aims to encourage methodological innovation and an impact turn in ethnographic practice.
Design/methodology/approach
A working definition of “action ethnography” is provided first. Then, to illustrate how an action ethnography can be designed by considering impact from the outset, the author draws on a study she is undertaking with a grassroots human rights monitoring group, based in England, and then discusses advantages and limitations to the approach.
Findings
The author suggests three main tenets to action ethnography that embrace synergies between action research and ethnography: researcher immersion, intervention leading to change and knowledge contributions that are useful to both practitioners and researchers.
Practical implications
This paper provides researchers who align with aspects of both action research and ethnography with an accessible research strategy to employ, and a better understanding of the interplay between the two approaches when justifying their research designs. It also offers an example of designing an action ethnography in practice.
Originality/value
Whereas “traditional” ethnography has emphasised a contribution to theoretical knowledge, less attention has been on a contribution to practice and to those who ethnographers engage with in the field. Action ethnography challenges researchers to consider the impact of their research from the outset during the research design, rather upon reflection after a study is completed.
Details
Keywords
Looks at how the news media is making use of, and adapting to, the Web and whether any of the media has found a language that is better than traditional print. Recommends that the…
Abstract
Looks at how the news media is making use of, and adapting to, the Web and whether any of the media has found a language that is better than traditional print. Recommends that the newspaper business has to reinvent itself right away or, in a short time, it could disappear for good.