Rainer Feurer, Kazem Chaharbaghi and John Wargin
Contends that, with the accelerating dynamics of competition and a move of organizations towards more dynamic approaches to strategy formulation and implementation, creativity…
Abstract
Contends that, with the accelerating dynamics of competition and a move of organizations towards more dynamic approaches to strategy formulation and implementation, creativity becomes of key importance for achieving both product and operational excellence. Over the last decade organizations have increasingly adopted team‐centred structures in order to improve the way in which knowledge is developed, disseminated and applied in organizations. Although this has improved product and operational performance dramatically, organizations now realize that future radical improvements in performance hinge on improving their creative capabilities. Presents a framework used by Hewlett‐Packard in order to develop creative teams.
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Rainer Feurer, Kazem Chaharbaghi and John Wargin
Successful organizations manage to change their strategy constantlyin line with the changes in their competitive environment by using adynamic approach to strategy formulation and…
Abstract
Successful organizations manage to change their strategy constantly in line with the changes in their competitive environment by using a dynamic approach to strategy formulation and implementation. Demonstrates the way in which such an approach can be developed, using the experiences of Hewlett‐Packard.
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These details and drawings of patents granted in the United States are taken, by permission of the Department of Commerce, from the ‘Official Gazette of the United States Patent…
Abstract
These details and drawings of patents granted in the United States are taken, by permission of the Department of Commerce, from the ‘Official Gazette of the United States Patent Office’. Printed copies of the full specification can be obtained, price 10 cents each, from the Commissioner of Patents, Washington, D.C., U.S.A. They are usually available for inspection at the British Patent Office; Southampton Buildings, Chancery Lane, London, W.C.2.
Steffen Roth, Vladislav Valentinov, Jari Kaivo-oja and Léo-Paul Dana
Are entrepreneurial opportunities discovered or created? The debate around this question has crucial implications for successful organizational change management in the business…
Abstract
Purpose
Are entrepreneurial opportunities discovered or created? The debate around this question has crucial implications for successful organizational change management in the business world. The present conceptual paper transcends this debate by embedding the concept of the entrepreneurial opportunities within a Luhmannian systems – theoretical framework which accentuates the unique role of organization and change in the age of functional differentiation. The purpose of this paper is to show how the strategic navigation of the borders between function systems such as politics, science, education, religion, art, or, of course, economy leads to the discovery or creation new opportunities for both business and social entrepreneurship.
Design/methodology/approach
The paper combines Niklas Luhmann’s theory of social differentiation with Kim and Mauborgne’s Blue Ocean Strategy. The key argument is that the alternative regimes of social differentiation, such as segmentation, centralization, stratification, and functional differentiation, create distinct pools of entrepreneurial opportunities to be discovered, created, and exploited by adequate business models. (Business) Organizations, therefore, need to strategically adjust the amount of attention they devote to the different forms of social differentiation. The argument is buttressed with illustrative examples of business models related to the regime of functional differentiation.
Findings
A paradoxical finding is that the multifunctional business models which explicitly draw on the value creation potential of the most recent form of social differentiation, functional differentiation, remain little known even though they infuse business organizations with a unique capacity of new venture discovery and creation in the modern society.
Originality/value
Multifunctional business models have so far remained unexplored in entrepreneurship theory and practice. This paper develops a first strategic approach to the discovery or creation of both multifunctional business models and a broader framework of multifunctional organization models.
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P. Castka, C.J. Bamber, J.M. Sharp and P. Belohoubek
Agrees that the evidence of a vast array of research concerning teamwork is conclusive: teams are capable of outstanding performance and are the primary unit of performance for…
Abstract
Agrees that the evidence of a vast array of research concerning teamwork is conclusive: teams are capable of outstanding performance and are the primary unit of performance for increasing numbers of organisations. Nevertheless, high performance teams (HPTs) are a rarity. Presents the results of collaborative research aimed at determining the factors affecting successful implementation of HPTs. The factors have been derived from literature on teamwork, quality management, and a review of case study literature. This research has led to the development of a model for the successful implementation of HPTs, which has been tested through a case study organisation. Furthermore, the results were used to develop an implementation program aimed at rejuvenating team performance in UK small‐ to medium‐sized enterprises.
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The implementation of strategy, directly or indirectly, relates to all facets of management. Therefore, it is essential to follow a holistic approach when analyzing and evaluating…
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The implementation of strategy, directly or indirectly, relates to all facets of management. Therefore, it is essential to follow a holistic approach when analyzing and evaluating complex issues of implementation. However, research in this area is still limited, and offers few practical propositions. Given this situation, this article proposes an implementation framework by identifying key elements/factors of implementation and categorizing them into different groups depending on their role and importance. The role and importance of each implementation factor, as well as its relationship with other factors, are explained. It is believed that the framework developed in this article can assist executives and researchers to better understand and evaluate complex factors of implementation and deal with challenges from a holistic perspective. Suggestions for practice and future research are also given.
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Abstract
Discusses the quality strategy deployment (QSD) processes, and addresses how service organizations identify customers’ needs in relation to the development of viable strategies and deployment of quality services using the quality function deployment (QFD) and the hoshin kanri techniques. An integrated QFD/hoshin approach is proposed to help develop viable strategies and attain service quality deployment. An implementation case of the approach is presented based on a recent QSD study in a typical engineering service organization – the Manufacturing Engineering Laboratory (MEL) of City University of Hong Kong. Incorporating the findings of the study, this paper sets forth the identification of the voice of customers (VOC), the building of a house of quality (HOQ), and the deployment of organizational strategies. Besides, a generic 13‐step guideline of QSD process is elaborated for assisting service organizations to attain continuous performance improvement. Effective implementation of the QFD/hoshin guideline and monitoring the QSD process must garner organizational support and commitment.
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Rainer Feurer and Kazem Chaharbaghi
Aims to provide an overview of major work that has been carried outin the area of strategy development in the past and outlines how it willdevelop in the future. Presents an…
Abstract
Aims to provide an overview of major work that has been carried out in the area of strategy development in the past and outlines how it will develop in the future. Presents an analysis of the term “strategy”. Discusses the evolution of different conceptual frameworks over time together with their impact on today′s understanding of strategy formulation and implementation. Concludes by presenting the requirements for a dynamic approach to strategy development together with the way in which it can be realized.
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In today’s competitive business environment, global competition forces companies to perpetually seek ways of improving their products/services. Organisations increasingly aspire…
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In today’s competitive business environment, global competition forces companies to perpetually seek ways of improving their products/services. Organisations increasingly aspire to become more creative and capitalise on the benefits of creativity, and perceive the development of conditions that encourage creativity within their working environment as a long‐term process rather than a quick fix to their current problems. While the capability of an organisation to become more creative must start at the level of the individual, individual creativity in itself is not enough. A vital, often ignored component of creativity is the creativity that occurs at the organisational level. This paper reviews writings in an attempt to clearly identify the factors that influence organisational creativity and hence that need to be taken into consideration when managing creativity in organisational settings. The literature review summarises five key factors that affect organisational creativity, namely organisational climate, leadership style, organisational culture, resources and skills and the structure and systems of an organisation.
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The aim of this paper is to conceptualise the metamorphosis when radical or large‐scale change occurs in an organisation. Furthermore, a conceptual model is developed which can…
Abstract
The aim of this paper is to conceptualise the metamorphosis when radical or large‐scale change occurs in an organisation. Furthermore, a conceptual model is developed which can act as a mechanism for developing further research agendas in this area. There are many methodologies, tools and techniques for developing change at all levels of magnitude in organisations. An example at the large‐scale level of change is Business Process Reengineering. The literature reveals that the transforming element of these methodologies is ill defined and its “black box” effect adds to the mysticism, which surrounds many of these methods. If this transforming element, which results in large‐scale change, can be conceptualised and outlined in a conceptual model, then a means of conducting further research is provided. Also, further definition should enable more successful large‐scale change interventions to be made in organisations. Outlines a conceptual model based on a critique of the literature. The key factors in the model are creativity, vision, benchmarking and information technology.