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Article
Publication date: 6 December 2019

Brigita Maženytė and Monika Petraitė

Knowledge sharing across health ecosystems is extremely fuzzy because of knowledge asymmetries, barriers and diverse types and sources of knowledge, all of which together affect…

342

Abstract

Purpose

Knowledge sharing across health ecosystems is extremely fuzzy because of knowledge asymmetries, barriers and diverse types and sources of knowledge, all of which together affect patient decision making and value creation. The purpose of this study is to identify core knowledge mediators across ecosystem with the focus on a patient as a central decision maker in their own health management to ensure smooth knowledge flows across actors.

Design/methodology/approach

To understand the knowledge flows in the health ecosystem, a phenomenological approach was applied in this study. Based on case study research. The analysis is based on the patient-centric approach and draws on qualitative, semi-structured interviews. Moreover, a knowledge-creating community approach (Paavola et al., 2004) is applied in which various stakeholders create and share knowledge of clinical and social domain, which together contribute to patient value creation.

Findings

Knowledge socialization and development starts within very close and trusted community members. Trust, validity, reliability and responsibility of knowledge have emerged as full mediators for knowledge absorption. Thus, health communities and knowledge ecosystems need safe places for “unverified” knowledge to ensure that the important trends and unresolved questions are not missed.

Originality/value

This study proposes a new health knowledge management approach for communities, which is more than clinical decisions and formal medical knowledge and embraces varieties of knowledge and information sources and types. At the end, the identified barriers and mediators can be used for serving the main goal of patient value increase because it responds to the need for a systematic approach in encouraging patients to play a more active role in their own health management.

Details

Measuring Business Excellence, vol. 24 no. 1
Type: Research Article
ISSN: 1368-3047

Keywords

Available. Open Access. Open Access
Article
Publication date: 18 May 2018

Daria Podmetina, Klas Eric Soderquist, Monika Petraite and Roman Teplov

From the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much…

17196

Abstract

Purpose

From the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much more impacted by organisational capabilities, competences and hidden, “soft” routines, bringing innovation and creativity to the core of organisation. The purpose of this paper is to focus on competency sets for open innovation (OI) and is to provide recommendations for OI competency development in companies, linked to the core OI processes.

Design/methodology/approach

The research is exploratory and aims at theory-based practical indication combining deductive identification of competency clusters and inductive model development. Thus, the authors apply quantitative methods to data collection and analysis. The authors conducted an extensive literature review on competence challenges with regard to execution of OI, and empirical data analysis based on a large-scale structured industrial survey in Europe (N=264), leading to the development of competency sets for companies. SPSS tools are applied for empirical tests.

Findings

The authors develop a generic OI competency model applicable across industries, combined with organisational implications for sustaining OI management capabilities. The research clusters competencies based on the empirical analysis, which addresses the various challenges of OI, leading to recommendations for competency management in an OI context.

Research limitations/implications

The data were collected from one key informant per company. Although the authors made efforts to ensure that this was a senior manager responsible for innovation, the authors cannot exclude some bias in the way that OI activities and related competencies are perceived. Exploratory nature of the research, which calls for a more systematic investigation of the OI activity modes and the OI competencies resulting competency model. In particular, the competencies could be tested on an inter-professional sample of employees with involvement in and/or responsibility for innovation, development, and HR management, as well as on leaders of innovating companies. Third, although significant in size for the analyses undertaken, the sample is not large enough to enable a more fine-tuned analysis of regional differences across Europe in the way that OI is managed through the development and implementation of competencies.

Practical implications

The research contributes to the OI management field with an outlined OI competency profile that can be implemented flexibly and tailored to individual firm’s needs. It brings indications for both further theory building and practice of innovation organisation, especially with regard to human resource development and organisational capability building for OI.

Social implications

The social implications of the paper result from the contribution to innovation management competency development in OI regimes, which is an important tool for designing contemporary educational programmes, contributes to OI management sophistication in business which is especially important during the economy slowdown and search for new sources of growth and productivity, and supports firms productive engagement in OI ecosystems and collective technology upgrading towards higher societal benefits and stakeholder involvement.

Originality/value

An empirically grounded OI competency model is proposed with an implication to support human resource development for OI. To the best of the authors’ knowledge, there has been no prior attempt to build such a model. The distinguished feature of the research is its extensive European coverage of 35 countries and multinational scope. The empirical validation strategy makes the research extremely relevant for management decisions related to human factors related OI capability development in organisations.

Details

Management Decision, vol. 56 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 8 June 2021

Muhammad Faraz Mubarak, Suman Tiwari, Monika Petraite, Mobashar Mubarik and Raja Zuraidah Raja Mohd Rasi

This study investigates the impact of Industry 4.0 technologies on green innovation performance. In this relationship, the mediating role of green innovation behavior is also…

2779

Abstract

Purpose

This study investigates the impact of Industry 4.0 technologies on green innovation performance. In this relationship, the mediating role of green innovation behavior is also studied. Moreover, open innovation is tested as a mediator between Industry 4.0 technologies and green innovation behavior.

Design/methodology/approach

A quantitative research method is adopted in which a structured questionnaire was used to collect data from 217 manufacturing firms of Malaysia. After collecting data, the partial least squares-structural equation modeling (PLS-SEM) technique is applied to analyze data and test the hypothesis of study.

Findings

It is found that Industry 4.0 positively impacts open innovation which leads to green innovation behavior. Also, the former lays positive impact on green innovation behavior which leads to improve green innovation performance.

Research limitations/implications

The authors conclude that Industry 4.0 technologies can play an important role to improve green innovation performance of Malaysian manufacturing firms by managing open innovation for green innovation behavior which further improves the green innovation performance. In this context, it is recommended that strategists and policymakers should undertake the role of open innovation and Industry 4.0 technologies to promote environment-friendly innovations and to promote the green behavior in companies. The authors suggest hereby that firms should be given incentives to adopt and utilize Industry 4.0 technologies and collaborative innovation interactions – as they foster a climate for sustainable green innovations (which is also a key component to achieve competitive advantage) and a growing concern nowadays.

Practical implications

First of all the research contributes to achieving the broader of United Nations to promote sustainable innovation through green innovations. Moreover, the companies can also incorporate the findings and insights of this study while devising their policies to foster green innovations.

Originality/value

This research has done the novel contribution by bridging the gap between open innovation approach and sustainability fields while promoting green innovations in small and medium enterprises (SMEs). These two research fields are rarely studied in previous studies by focusing open innovation particularly. Hence, the authors suggest researchers to undertake these fields to further enhance the level of scholarship between innovation management and sustainability. Also, the authors recommend considering technological orientation and technological absorptive capacity of firms to improve green innovations. The current study has investigated the SMEs perspective in general irrespective to their sectoral differences, thus, for future researchers the authors suggest investigating the sector-wise comparison, i.e. electrical and electronics sector, chemical sector, etc.; or service and manufacturing sector differences.

Details

Management of Environmental Quality: An International Journal, vol. 32 no. 5
Type: Research Article
ISSN: 1477-7835

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Article
Publication date: 2 October 2023

Morteza Ghobakhloo, Mantas Vilkas, Alessandro Stefanini, Andrius Grybauskas, Gediminas Marcinkevicius, Monika Petraite and Peiman Alipour Sarvari

Using a dynamic capabilities approach, the present study aims to identify and assess the effects of organizational determinants on capabilities underlying Industry 4.0 design…

553

Abstract

Purpose

Using a dynamic capabilities approach, the present study aims to identify and assess the effects of organizational determinants on capabilities underlying Industry 4.0 design principles, such as integration, virtualization, real-time, automation and servitization.

Design/methodology/approach

PLS-SEM enables a two-stage hierarchical latent variable reflective-formative model which was used for assessing the effect of organizational determinants on Industry 4.0 design principles. Five hundred six manufacturing companies constitute the effective sample, representing a population of manufacturing companies in an industrialized country.

Findings

The findings reveal that Industry 4.0 design principles extensively depend on digitalization resource availability. At the same time, companies that possess digitalization and change management capabilities tend to devote more resources to digitalization. Finally, the paper reveals that networking and partnership capability is the critical enabler for change management and digitalization capabilities.

Practical implications

The paper provides empirical evidence that the successful development of Industry 4.0 design principles and their underlying integration, virtualization, real-time, automation and servitization capabilities are resource dependent, requiring significant upfront investment and continuous resource allocation. Further, the study implies that companies with networking and partnership, change management and digitalization capabilities tend to allocate more resources for Industry 4.0 transformation.

Originality/value

Exclusively focusing on empirical research that reported applied insights into determinants of Industry 4.0 design principles, the study offers unique implications for promoting Industry 4.0 digital transformation among manufacturing companies.

Details

Journal of Manufacturing Technology Management, vol. 34 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

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Book part
Publication date: 14 December 2017

Monika Petraite and Vytaute Dlugoborskyte

The chapter is structured as follows: in the first part, we provide the framework for the analysis of the formation of the born global firm, whereas the entrepreneurial…

Abstract

The chapter is structured as follows: in the first part, we provide the framework for the analysis of the formation of the born global firm, whereas the entrepreneurial, strategic, and network-based factors are conceptually linked and leading toward a global champion. The analytical model proposes the analysis of strategic choices as defining factors at the level of entrepreneurial behavior, firm strategy, and network. The case study methodology is provided in the second part of the chapter. The third part provides the empirical linkages of entrepreneurial, strategy based, and network factors’ manifestations and underpinnings in R&D intensive entrepreneurial born global firms. These are followed by discussion and conclusions enclosing empirically grounded framework that explains the emergence of R&D intensive entrepreneurial-hidden champions from the perspective of entrepreneurial firm and network theories.

Details

Global Opportunities for Entrepreneurial Growth: Coopetition and Knowledge Dynamics within and across Firms
Type: Book
ISBN: 978-1-78714-502-3

Keywords

Available. Content available
Book part
Publication date: 14 December 2017

Abstract

Details

Global Opportunities for Entrepreneurial Growth: Coopetition and Knowledge Dynamics within and across Firms
Type: Book
ISBN: 978-1-78714-502-3

Access Restricted. View access options
Book part
Publication date: 14 December 2017

Abstract

Details

Global Opportunities for Entrepreneurial Growth: Coopetition and Knowledge Dynamics within and across Firms
Type: Book
ISBN: 978-1-78714-502-3

Available. Content available

Abstract

Details

Management Decision, vol. 56 no. 6
Type: Research Article
ISSN: 0025-1747

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