Texas Instruments Inc. is now the 138th largest company in the USA with earnings of $580m. and plans for reaching $3 000m. in 1976. Its UK subsidiary began operations 10 years ago…
Abstract
Texas Instruments Inc. is now the 138th largest company in the USA with earnings of $580m. and plans for reaching $3 000m. in 1976. Its UK subsidiary began operations 10 years ago and now has the largest share of the UK semiconductor market with a turnover of £15m. All parts of TI are expected to grow at 30 per cent per annum and, indeed, the corporation as a whole has averaged this for the past 25 years. Innovation in create, make and market—the beginning of corporate self‐renewal—have made an important contribution to its rapid growth.
Mariola Ciszewska-Mlinarič and Piotr Wójcik
The purpose of this study is to synthesize the literature on the topic of strategic renewal by identifying the key dimensions of extant research and the connections between…
Abstract
Purpose
The purpose of this study is to synthesize the literature on the topic of strategic renewal by identifying the key dimensions of extant research and the connections between fragmented research domains.
Design/methodology/approach
This study applies systematic literature review to identify the level of consistency and generalizability of research findings across existing studies in a comprehensive manner.
Findings
This study identifies six main themes of strategic renewal in the extant literature: (1) antecedents, (2) initiation, (3) logic, (4) structure, (5) process and (6) outcomes of strategic renewal.
Research limitations/implications
By integrating the current streams of research, the review offers a conceptual model of strategic renewal that maps the current state of the research and provide insights into key themes for the future research.
Originality/value1
This study, identifies connections between fragmented research domain and offers a conceptual framework of strategic renewal.
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Community policing has been described as a successful “new paradigm” and even a developing “normal science” of policing. From a detailed application of Kuhn's definitions of…
Abstract
Community policing has been described as a successful “new paradigm” and even a developing “normal science” of policing. From a detailed application of Kuhn's definitions of paradigm and normal science, this article infers that community policing is neither; but is rather an epicycle in defense of policing as a paradigm. An eight‐point definitional model of normal science – of which the first four points define paradigm – is developed and used to show that community policing is not a new paradigm; and that neither community policing nor policing itself is a normal science. Claiming to have a paradigm is an attempt to increase the prestige and dominance of policing among social sciences.
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Robert P. Garrett and Jeffrey G. Covin
In business environments characterized by intense competition, globalization, rapid technological diffusion, accelerated product life cycles, and evolving industry boundaries, the…
Abstract
In business environments characterized by intense competition, globalization, rapid technological diffusion, accelerated product life cycles, and evolving industry boundaries, the ability of firms to adapt effectively to their changing environments is a strategic imperative (Hitt, Keats, & DeMarie, 1998; Nadler & Tushman, 1999). The exhibition of strategic adaptability – the ability of a firm to alter its alignment with the environment through reactive and proactive behaviors (Evans, 1991) – is a function of the goodness-of-fit that exists between the capabilities of a firm and the demands imposed by its relevant industry context (Burgelman & Grove, 1996). When firm capabilities are well aligned with industry success factors, those capabilities constitute strategic assets for the firm, or resources that lead to the achievement of competitive success in that context (Amit & Schoemaker, 1993). The possession of strategic assets thus contributes to a state of adaptation, defined by Chakravarthy (1982) as a state in which an organization exhibits the capacity to survive the conditions of its changing environment. Because of the constantly shifting nature of the environment, a state of adaptation is not a permanent settling point for the organization, but rather a moving target for the organization as it attempts to remain “mapped on” to the exigencies of the environment.
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange…
Abstract
Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.
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Tamari Kitossa and Gökbörü Sarp Tanyildiz
Purpose: To critically explore the implications of the August 2020, decision by Carleton University’s Institute for Criminology and Criminal Justice (ICCJ) to end to its intern…
Abstract
Purpose: To critically explore the implications of the August 2020, decision by Carleton University’s Institute for Criminology and Criminal Justice (ICCJ) to end to its intern program with the Ottawa police, the RCMP, Correctional Services Canada and Ottawa-Carleton Detention Centre starting in Fall 2021.
Findings: In contrast to the negative reaction of Kevin Haggerty to this decision, the authors offer a strong but qualified endorsement of the ICCJ’s move to put an end to its internship with coercive institutions. The ICCJ strategically mobilized discourses of anti-Blackness and inclusion in response to the murder of George Floyd and the individual and communitarian traumas of Black, First Nations and Metis and students colour in its program. The ICCJ did not, however, substantively engage with the ways that criminology, sociology and the university are complicit through the legitimation practices and processes of ideology, professionalization and research in the ‘violence work’ of the state. The critique, ethics and logical conclusion of abolitionism are obfuscated.
Methodology/Approach: The authors explicitly draw on the Black Radical Tradition, Neo-Marxism and radical neo-Weberianism to sketch research possibilities that resist the university as a space of violence work, both in criminology and in the professionalization of policing.
Originality/Value: The debate between the ICCJ and Kevin Haggerty is an important opportunity to critically analyze the limits of critical criminology and lacunae of a debate about abolitionism, anti-criminology and university-state nexus as a site for the production of ideological and hardware violence work. Grounded in the Black Radical Tradition, neo-Marxism and radical neo-Weberianism, the authors sketch a framework for a research agenda toward the abolition of criminology.
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Guided by Ericson’s counter-law analytic, the focus of this paper is how peace bonds erode traditional criminal law principles to govern uncertainty and provide applicants with a…
Abstract
Guided by Ericson’s counter-law analytic, the focus of this paper is how peace bonds erode traditional criminal law principles to govern uncertainty and provide applicants with a “freedom from fear” (Ericson, 2007a). Peace bonds permit the courts to impose a recognizance on anyone likely to cause harm or “personal injury” to a complainant. This paper conducts a critical discourse analysis to answer the question: how and to what extent are peace bonds a form of counter-law? Facilitated by the erosion of traditional criminal law principles and rationalized under a precautionary logic, proving that a complainant is fearful through a peace bond can result in the expansion of the state’s capacity to criminalize and conduct surveillance.
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Evan H. Offstein, Raymond Kniphuisen, D. Robin Bichy and J. Stephen Childers Jr
Recent lapses in the management of high hazard organizations, such as the Fukushima event or the Deepwater Horizon blast, add considerable urgency to better understand the…
Abstract
Purpose
Recent lapses in the management of high hazard organizations, such as the Fukushima event or the Deepwater Horizon blast, add considerable urgency to better understand the complicated and complex phenomena of leading and managing high reliability organizations (HRO). The purpose of this paper is to offer both theoretical and practical insight to further strengthen reliability in high hazard organizations.
Design/methodology/approach
Phenomenological study based on over three years of research and thousands of hours of study in HROs conducted through a scholar-practitioner partnership.
Findings
The findings indicate that the identification and the management of competing tensions arising from misalignment within and between public policy, organizational strategy, communication, decision-making, organizational learning, and leadership is the critical factor in explaining improved reliability and safety of HROs.
Research limitations/implications
Stops short of full-blown grounded theory. Steps were made to ensure validity; however, generalizability may be limited due to sample.
Practical implications
Provides insight into reliably operating organizations that are crucial to society where errors would cause significant damage or loss.
Originality/value
Extends high reliability research by investigating more fully the competing tensions present in these complex, societally crucial organizations.
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Ankie de Bekker, Päivi Reckman, Peter Kemper and Lidwien Lemmens
Investing in prevention could be of great benefit to public health. Especially for people with health risks, such as overweight, depressive symptoms, low social-economic status or…
Abstract
Purpose
Investing in prevention could be of great benefit to public health. Especially for people with health risks, such as overweight, depressive symptoms, low social-economic status or people who experience loneliness or a sedentary lifestyle. In the Netherlands, different parties are responsible for financing and organising selective and indicated preventive interventions: the government, municipalities and health insurance companies. The aim of this study was two-fold: First, to describe the transition towards a sustainable prevention infrastructure. And second, to gain insight into barriers and facilitators associated with intersectoral collaboration regarding organising prevention for high-risk groups.
Design/methodology/approach
A longitudinal qualitative study was conducted among collaborative networks working together to build a prevention infrastructure. During a five-year study period, 86 semi-structured interviews were held. The COM-B model was used for data analysis.
Findings
Barriers to intersectoral collaboration are: unknown (cost-)effectiveness, limited incentives to invest in collaboration, lack of clarity about responsibilities, differences in priorities and organisational culture between municipalities and health insurers. Facilitators are commitment, trust, sharing knowledge between parties, meeting regularly within the network and acknowledgement of mutual responsibilities. Also, national policy interventions targeted at the development of regional prevention infrastructures facilitated collaboration.
Originality/value
This study shows that collaboration regarding prevention is becoming increasingly common. It can be concluded that the transition towards a sustainable prevention infrastructure has started. The relationship between key stakeholders, like municipalities and health insurers, is generally stronger than it was five years ago. They have a better understanding of each other’s interests and expectations.
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Shih-Wei Chou, Chia-Shiang Hsu, Jiun-Yan Shiau, Ming-Kung Huang and Yi Chou
The purpose of this paper is to understand the formation of knowledge management (KM) decisions, including intention for knowledge contribution and knowledge exploration. The…
Abstract
Purpose
The purpose of this paper is to understand the formation of knowledge management (KM) decisions, including intention for knowledge contribution and knowledge exploration. The authors build on the goal-directed model and a trust-based lens to develop a belief-trust-decision framework. The authors theorize belief as individual factors (one’s virtual skill) and environmental factors (cooperative norms, familiarity), and trust as emotional trust and cognitive trust. Individual factors represent one’s virtual skill to control knowledge exchange, while environmental factors reflect the level of support/control for this exchange by the context.
Design/methodology/approach
This study uses a survey method to collect data and partial least squares to analyze them.
Findings
The authors found that KM decision is affected by two types of trust, directly or indirectly. They are, in turn, influenced by individual factors and environmental factors.
Research limitations/implications
Generalizability of the findings to virtual communities with different collaboration protocol deserves further investigation. This study contributes to the research on KM and social behavior by providing a comprehensive explanation on KM decision through one’s goal achievement in knowledge exchange behavior, in terms of trust development. Besides, the authors theorize one’s belief on knowledge exchange as skill-control and context-control to represent the drivers for trust.
Practical implications
The results provide suggestion for managers regarding how skill-control and context-control should be managed to improve trust development, which serves as goal achievement for KM decisions.
Originality/value
The authors extend prior work by yielding a new insight into how and why one’s beliefs on skill-control and context-control for knowledge exchange are transferred into KM decision through one’s goal achievement, characterized as trust development at both emotional and cognitive levels.