The purpose of this paper is to determine how corporate culture can be harnessed to foster radical innovation in a recession.
Abstract
Purpose
The purpose of this paper is to determine how corporate culture can be harnessed to foster radical innovation in a recession.
Design/methodology/approach
The paper uses the findings of a survey and archival data from 750 public firms in various manufacturing industries across 17 major economies of the world in 2003‐2004. The firms in the sample come from developed economies such as the USA, UK, Germany and Japan, as well as developing economies such as China and India, thus allowing the comparison of the drivers of innovation across very different national contexts.
Findings
The paper finds that, if certain attitudes, practices and behaviours are shared by members of a firm, it is more likely to have a forward‐looking, risk‐taking culture.
Practical limitations/implications
Managers can benchmark their corporate culture against three crucial attitudes and three related practices.
Originality/value
Previous studies have focused on how national policies drive innovation; the paper challenges those conventional views. This work can enable HR managers to overcome the challenges posed by the economic climate to develop a more enterprising corporate culture.
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This chapter outlines how Pearson, the world’s largest education company, and its CEO John Fallon are acting as trailblazers of Jugaad Innovation …
Abstract
Purpose
This chapter outlines how Pearson, the world’s largest education company, and its CEO John Fallon are acting as trailblazers of Jugaad Innovation (https://hbr.org/2014/12/what-frugal-innovators-do) in education by embedding a focus on learner outcomes – “efficacy” – at the heart of the company. The purpose of the chapter is to highlight practical examples of how this innovation has affected business strategy and decision-making, enabling the company to be able to have a greater impact on learning with the aim of simultaneously helping the business to grow financially. Many of these examples are from products and units that are continuing to embrace and adopt efficacy; they represent live examples of best practice.
Findings
This chapter provides an overview of how the drive toward efficacy represents a new, innovative way of doing business. The approach is not new to education, but putting a focus on learner outcomes at the center of traditional business operations represents a step-change from how other companies in the sector operate. The chapter will also look at the Office of the Chief Education Advisor, a central intrapreneurial unit that continues to lead the global efficacy agenda, with the aim that efficacy becomes so embedded in the company fabric that it becomes irreversible. In addition, the chapter provides some other examples of specific frameworks, tools and units that operate with an innovative and intrapreneurial mindset.
Originality/value
This study presents a case study in a major private company and the way the applied approach affected the company. The content of the chapter is taken from a live case and represents a unique insight into the ongoing application of innovation and intrapreneurship in the field.
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Krishna Chandra Balodi and Jaideep Prabhu
– The purpose of this paper is to explore and compare causal recipes for high performance among young Indian and UK firms in high-tech industries.
Abstract
Purpose
The purpose of this paper is to explore and compare causal recipes for high performance among young Indian and UK firms in high-tech industries.
Design/methodology/approach
The traditional configuration approach suggests using the leadership, strategy, structure, and environment domains to identify configurations. In response to calls to improve causal linkages, and drawing on work on start-ups’ configurations, entrepreneurial orientation is used with these four domains to identify configurations. Fuzzy-set qualitative comparative analysis is used to analyze data collected via questionnaires from 70 Indian and 21 UK young firms.
Findings
In all five configurations identified in UK context, firms adopt high external integration, and employ inorganic development strategies, exhibit high internal integration, or do not operate in a highly competitive industry. These firms carve out niches, enjoy strong linkages with supply chain partners, and have strong enough reputations that their environment is not highly competitive. Although employees are told what to do, autonomy is provided on how to do it. Among the nine Indian configurations, a large number of managers with high-growth experience is absent in eight, high internal integration is lacking in six, and high external integration is missing in five. These firms employ alternative recipes for success, as discussed in the paper.
Originality/value
Comparing configurations in the Indian and UK contexts, the paper highlights similarities and differences across configurations, and that founders devise alternate pathways to achieve high performance. It also notes changes in relationships among variables across configurations.
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Chatura Ranaweera and Jaideep Prabhu
Adopts a holistic approach that examines the combined effects of satisfaction, trust and switching barriers on customer retention in a continuous purchasing setting. Argues that…
Abstract
Adopts a holistic approach that examines the combined effects of satisfaction, trust and switching barriers on customer retention in a continuous purchasing setting. Argues that such an approach helps uncover hitherto neglected effects on retention and, in the process, unveils more cost effective ways of retaining customers. Drawing on this framework develops several hypotheses regarding the main and interaction effects of customer satisfaction, trust and switching barriers on retention. Tests these hypotheses on data from a large‐scale mail survey of fixed line telephone users in the UK, finding that both customer satisfaction and trust have strong positive effects on customer retention. Contrary to some assertions in the literature, however, finds that the effect of trust on retention is weaker than that of satisfaction. Nevertheless, the interaction between trust and satisfaction also has a significant effect on retention, indicating that building both customer satisfaction and trust is a superior strategy to a focus on satisfaction alone. Qualitative evidence from the survey offers further support for this finding. Even a “satisfying” service recovery process might be inadequate to prevent loss of trust, with significant implications for future consumer behaviour. Finally, the results show that switching barriers have both a significant positive effect on customer retention as well as a moderating effect on the relationship between satisfaction and retention. While service providers may be able to retain even dissatisfied customers who perceive high switching barriers, argues that ideally, firms should aim at a combined strategy that makes switching barriers act as a complement to satisfaction.
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Hanna Nari Kahle, Anna Dubiel, Holger Ernst and Jaideep Prabhu
The aim of this paper is to examine the impact of frugal innovation in the fields of livelihood provision, education, infrastructure, and distribution networks on state-building…
Abstract
Purpose
The aim of this paper is to examine the impact of frugal innovation in the fields of livelihood provision, education, infrastructure, and distribution networks on state-building in countries where a significant proportion of the population lives at the base of the pyramid (BoP).
Design/methodology/approach
The paper reviews the literature on frugal innovation, democratization and state-building, offers practical examples in support of the conceptual arguments, and provides research propositions for empirical assessment.
Findings
The paper provides support for the notion that the creation of more inclusive markets through frugal innovation contributes to socio-economic development, which in turn strengthens democratization and state-building.
Practical implications
Multinational corporations can have a positive impact on democratization by offering for-profit products and services to serve BoP markets.
Originality/value
The paper provides novel insights into the role that frugal innovation plays in state-building and democratization.
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This chapter is about helping you provide a solid platform for your organisation to engage with impact, by shining a light on what sits behind the decisions you make. This chapter…
Abstract
This chapter is about helping you provide a solid platform for your organisation to engage with impact, by shining a light on what sits behind the decisions you make. This chapter will firstly set out why focussing on societal impact, whilst historically relevant, is really not a natural thing for today's organisations – in a sense, it goes against everything we have told ourselves about business for the past number of decades. At the same time, uniting the energy of an organisation to drive positive wellbeing impact is where the heart of the current revolution to address our multifaceted sustainability crises lies. It is a challenge we must rise to.
Many useful frameworks of sustainability/corporate responsibility maturity exist that can help us think about impact (e.g., Schaltegger, Hansen, & Lüdeke-Freund, 2015; Baumgartner & Ebner, 2010; Ainsbury & Grayson, 2014). This chapter extends this by delving deeper into the underlying economic mental models that structure existing organisational decision-making logics regarding impact. It outlines three archetypes of impact logic and the level of impact you would expect to be able to achieve if you operate from each one. All three sit within a ‘capitalist’ approach. Two of them are tightly bounded with neo-classical economic assumptions that have dominated business, the third marks a seismic break with these assumptions. In clarifying these archetypes, this chapter sets a trajectory that leaders can follow if they want to move towards delivering greater impact. The leadership lesson is that when it comes to delivering impact, if you want to go far, you have to go deep.
Business enterprises…are organs of society. They do not exist for their own sake, but to fulfil a specific social purpose and to satisfy a specific need of a society, a community or individuals.
Drucker (1974, p. 39).
Business enterprises…are organs of society. They do not exist for their own sake, but to fulfil a specific social purpose and to satisfy a specific need of a society, a community or individuals.
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The aim of this article is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
The aim of this article is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
The briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
A few years ago a television advertisement by one of the major British banks offered a slightly patronizing view of its work in developing countries. The theme was that an understanding of local customs and traditions was one of the most valuable inroads to offering a good service there. Despite the whiff of sanctimony, there is obviously some truth in this. Many mistakes must have been made – and doubtless continue to be made – by Western multinational companies whose prime motivation in trying to crack emerging markets was the growth potential, unsweetened by any consideration that they are dealing with an entirely different culture and economy.
Practical implications
The article provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Social implications
The article provides strategic insights and practical thinking that can have a broader social impact.
Originality/value
The article can save busy executives 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.
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Rajeev Kumar, Shubham Saxena, Vikas Kumar, Vineet Prabha, Rohit Kumar and Ankur Kukreti
“The purpose of this paper is to review the literature on service innovation during the past two decades and provide an analysis of sources of publication, citations and…
Abstract
Purpose
“The purpose of this paper is to review the literature on service innovation during the past two decades and provide an analysis of sources of publication, citations and authorship using bibliometric analysis techniques (VOSviewer).” This paper aims to assesses the important trends, enhance the academic debate, identify research gaps and propose future directions and a research agenda.
Design/methodology/approach
This paper examines 176 articles in English language published from 2002 to 2022 from the Scopus database by adopting the bibliometric technique using VOSviewer software. This paper analyzes the different levels and boundaries of service innovation using bibliometric analysis of “service innovation research” using VOSviewer software. The methodology analyzes the number of citations, co-citations, keywords, authors, journals and countries.
Findings
The review of the past 20 years indicates a substantial growth in the number of good research publications on service innovation. The UK, the USA, Sweden and Australia dominate this research area with the most articles published to date under the subject area of “Business management.” The review highlighted that most of the studies on service innovation focused on products, companies and processes in the services industry. The most critical factors behind service innovation failure are improper management and lack of knowledge. The citation analysis revealed various research implications and directions for the future.
Research limitations/implications
This study focuses only on service innovation and excludes research on performance management and control. Thus, future studies may explore this area of research in future studies. Only research articles were analyzed; conference papers, reports, manuals and white papers from practice were excluded. Research implications indicate that future studies on service innovation would be essential for organizational excellence, not process excellence.
Originality/value
This paper provides a comprehensive overview of the current status and essential trends of research on service innovation. This study identifies the research gaps and provides a clear research agenda for understanding the various elements of service innovation.