No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Rethinking Innovation: The Urban Perspective
Abstract
In one particular respect, this book is a rather tricky endeavor: It is dealing with many different notions that have been developed in the literature on companies and management; and it wants to effectively yield new perspectives on corporate activity. And yet, it is not a traditional management book. It aims at making certain aspects of the contemporary urban and cultural reality more understandable, hence hopefully producing concepts and methods that are not limited to the corporate realm. This is a cultural book just as much as it is a purely management-oriented work. This issue will become particularly obvious, and has to be kept in mind with particular insistence, in this chapter. For here, we deal with concepts that have a very close relation to management writing: the terms “innovation” and “resource”. Also, we will rely on one particular theory that comes clearly from the world of economic thinking. However, it has to be stated that I understand neither resource nor innovation as concepts limited to corporate actors. Rather, the strength of actor-network theory, and therefore hopefully also of this book, is that it creates concepts that are applicable to all kinds of cultural settings. The engagement of a company in a city is one – but only one – such setting.
ResearchGate has not been able to resolve any citations for this publication.
Since the introductory article for what has become known as the “service-dominant (S-D) logic of marketing,” “Evolving to
a New Dominant Logic for Marketing,” was published in the Journal of Marketing (Vargo, S. L., & Lusch, R. F. (2004a)), there
has been considerable discussion and elaboration of its specifics. This article highlights and clarifies the salient issues
associated with S-D logic and updates the original foundational premises (FPs) and adds an FP. Directions for future work
are also discussed.
KeywordsService-dominant logic-New-dominant logic-Service
Why have services grown into the dominant sector of developed economies? Our analysis of macroeconomic data shows that business services make the strongest contribution to the rise of the service sector. We integrate three related economic theories of the firm to explain business services in shaping firms, industries and economies. Business service providers relieve their clients from the costs of asset ownership (Property Rights Theory), unlock management capacity (Resource-Based View) and support their clients in navigating their firm's boundaries towards their most valuable business opportunities (Entrepreneurial Theory of the Firm). We show how these theories build on the non-ownership value provided by business services that result from sound division of labor between organizations. We highlight three areas that call for research and provide opportunities for service science: (1) Systematic design of business-models for fostering service performance, (2) the transformation of high-tech-products into service-hubs, and (3) service-driven innovation and the transformation of R&D into a service industry.
[Service Science, ISSN 2164-3962 (print), ISSN 2164-3970 (online), was published by Services Science Global (SSG) from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]
This article proposes a critical perspectives on brands based on recent developments within Marxist thought. It argues that brands build on the immaterial labour of consumers: their ability to create an ethical surplus (a social bond, a shared experience, a common identity) through productive communication. This labour is generally free in the sense that it is both un-paid and more or less autonomous. Contemporary brand management consists in a series of techniques by means of which such free labor is managed so that it comes to produce desirable and valuable outcomes. By thus making productive communication unfold on the plateau of brands, the enhanced ability of the contemporary multitude to produce a common social world is exploited as a source of surplus value.
Starting from the several conceptual and empirical studies about open innovation modes, this paper attempts to integrate them by suggesting a framework which reveals four basic ways to collaborate. Two variables are considered that represent the degree of openness for a company: (i) the number/type of partners with which the company collaborates, briefly labelled as "partner variety"; (ii) the number/type of phases of the innovation process that the company opens to external contributions, briefly labelled as "innovation funnel openness". By crossing these two variables, four basic modes of open innovation are identified: closed innovators, open innovators, specialized collaborators and integrated collaborators. The framework shows its practical validity in an empirical study that is conducted in Italy with the specific aim at verifying whether companies can really be mapped using this framework, i.e. whether the four modes of open innovation can be found in real companies (framework applicability); whether different modes correspond to different companies' strategies, capabilities, organisational and managerial processes (framework explicative power and usefulness). The framework shows that, in some cases, being totally open in innovation activities is not the only and most suitable option, but that different degrees and ways of "openness" can be implemented successfully, as well as the totally closed option.
Could the concepts of »metropolitanism« and »thick space« aid our understanding of historical and contemporary urban change? Essays by scholars from both sides of the Atlantic provide interdisciplinary approaches to the complex dynamics of large-scale urbanization. The book opens with conceptual questions regarding the development of metropoles and metropolitan studies. The following sections provide analyses of the social, environmental, and cultural dimensions of metropolitan spaces from both a theoretical and an empirical perspective, such as the role of planning and urban parks, the impact of ethnic diversity and segregation, the place of cinematic visions or the centrality of infrastructures and architecture.
In diesem Buch erfolgt eine fundierte Auseinandersetzung mit der Fragestellung wie die Corporate Social Responsibility (CSR)-Strategie bzw. -Ziele zu einer Verbesserung der Innovationsleistung von Unternehmen (Großunternehmen, KMU, Familienunternehmen) führen kann. Welche CSR-Aktivitäten sich dabei als besonders innovationsfördernd erweisen wird in dieser Publikation dargestellt. Dabei werden, sowohl Produkt- als auch Dienstleistungs- und Geschäftsmodellinnovationen zur Erschließung neuer Märkte und der Steigerung der Wettbewerbsfähigkeit aufgezeigt. Weiters werden die damit in Verbindung stehenden organisatorischen und Managementinnovationen behandelt. Der erste Teil behandelt die Zugänge unterschiedlicher Wissenschaftler zu der Themenstellung und der zweite Teil umfasst zahlreiche Fallstudien von Unternehmen - Allianz, BASF, gugler, Henkel, ÖkoBusinessPlan Wien/VBV, Palfinger, SAP, Saubermacher, Volkswagen welche bereits konkrete CSR-getriebene inkrementelle und radikale Innovationen umgesetzt haben.
Die Zielgruppen
Führungskräfte in Industrie- und Dienstleistungsunternehmen
Führungskräfte in mittelständischen Unternehmen
Unternehmensplanung
CSR- und Nachhaltigkeitsmanagement
Innovationsmanager
Studenten und Dozenten der Wirtschaftswissenschaften und der Nachhaltigkeitswissenschaften
Der Herausgeber
Prof. Dr. Reinhard Altenburger ist Professor für Strategisches Management, Nachhaltiges Management und CSR an der IMC Fachhochschule Krems, Department Business.
Die Reihe
"In der CSR-Managementreihe werden bestehende Ansätze durch neue Ideen und Konzepte ergänzt, um so dem Paradigma eines nachhaltigen Managements gerecht zu werden. Damit soll ein neuer Standard in der unternehmerischen Praxis sowie Managementliteratur gesetzt werden." (René Schmidpeter)
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.
This article explores the links between social media and public space within the #Occupy Everywhere movements. Whereas listservs and websites helped give rise to a widespread logic of networking within the movements for global justice of the 1990s–2000s, I argue that social media have contributed to an emerging logic of aggregation in the more recent #Occupy movements—one that involves the assembling of masses of individuals from diverse backgrounds within physical spaces. However, the recent shift toward more decentralized forms of organizing and networking may help to ensure the sustainability of the #Occupy movements in a posteviction phase. [social movements, globalization, political protest, public space, social media, new technologies, inequality]
The term nonmarket is increasingly applied to environments, institutions, organizations, and exchanges that are also labeled as noneconomic and social. Why has this new term been coined and widely adopted, and what are its distinct denotations? The author traces the development of this concept through four perspectives on nonmarket, which are integrated into an overarching definition, after relating them to major theories and pointing to major research challenges. The constituting and correcting of markets, firms, and noneconomic institutions are the central concerns of nonmarket studies that bear on all organizing projects.
This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance. The essence of this model is that four conditions underlie sustained competitive advantage, all of which must be met. These include superior resources (heterogeneity within an industry), ex post limits to competition, imperfect resource mobility, and ex ante limits to competition. In the concluding section, applications of the model for both single business strategy and corporate strategy are discussed.
This article examines the role of social relations and networks in open innovation settings. Building on extant open innovation literature as well as on social capital theory, we develop a model that conceptualizes social capital as a mediator between the implementation of open innovation instruments and firm performance. In doing so, this paper adds to the understanding of the role of structure and content of social relations in open innovation contexts and of sustainable side-effects of open innovation. Particularly, we argue that apart from a direct effect of open innovation instruments on firm performance, there is also a mediated relationship between these variables. More precisely, we propose that the degree to which open innovation instruments are implemented influences an organization’s social capital, which is, in turn, positively related to firm performance.
Purpose – The purpose of this paper is to examine the influence of an open outside-in innovation management strategy on companies' innovativeness and innovation performance. Specifically, it focuses on the adoption of the open innovation paradigm in practice and the extent of collaboration with different stakeholders.
Design/methodology/approach – The proposed hypotheses are tested empirically using survey data collected from stock-listed companies in Germany, Switzerland and Austria. The data include the complete responses from 141 R&D managers for the period from 2004 to 2008.
Findings – The openness of the outside-in process in R&D management is of crucial importance for achieving high direct and indirect innovation output effects. In particular, openness towards customers, suppliers and universities has a significant positive impact on the different innovation performance measures. Regarding openness towards cross-sector companies, the analysis reveals a significant negative effect on innovation performance.
Research limitations/implications – The utilization of cross-sectional data and its dependency on the perceptions and experiences of the respondents has its limitations. Thus, future research should be based on a more longitudinal design that emphasizes quantitative measurement techniques.
Originality/value – To date, the adoption of open innovation in practice has not been examined in depth. This study provides empirical insights into the open innovation approaches in German-speaking countries and, by drawing important conclusions for managers involved in the R&D processes, fills a gap in the innovation management literature.
Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll showï¾ what works, what doesn't, and how to useï¾ management tools to dramatically increase the payoff fromï¾ innovation investments.ï¾ Learn how to define the right strategy effective innovation; how to structureï¾ an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.
The paper explores the usefulness of analysing firms from the resource side rather than from the product side. In analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested. These tools are then used to highlight the new strategic options which naturally emerge from the resource perspective.
Analyzes how successful firms fail when confronted with technological and market changes, prescribing a list of rules for firms to follow as a solution. Precisely because of their adherence to good management principles, innovative, well-managed firms fail at the emergence of disruptive technologies - that is, innovations that disrupt the existing dominant technologies in the market. Unfortunately, it usually does not make sense to invest in disruptive technologies until after they have taken over the market. Thus, instead of exercising what are typically good managerial decisions, at the introduction of technical or market change it is very often the case that managers must make counterintuitive decisions not to listen to customers, to invest in lower-performance products that produce lower margins, and to pursue small markets. From analysis of the disk drive industry, a set of rules is devised - the principles of disruptive innovation - for managers to measure when traditional good management principles should be followed or rejected. According to the principles of disruptive innovation, a manager should plan to fail early, often, and inexpensively, developing disruptive technologies in small organizations operating within a niche market and with a relevant customer base. A case study in the electric-powered vehicles market illustrates how a manager can overcome the challenges of disruptive technologies using these principles of disruptive innovation. The mechanical excavator industry in the mid-twentieth century is also described, as an example in which most companies failed because they were unwilling to forego cable excavator technology for hydraulics machines. While there is no "right answer" or formula to use when reacting to unpredictable technological change, managers will be able to adapt as long as they realize that "good" managerial practices are only situationally appropriate. Though disruptive technologies are inherently high-risk, the more a firm invests in them, the more it learns about the emerging market and the changing needs of consumers, so that incremental advances may lead to industry-changing leaps. (CJC)
Resource-based theory (RBT) has emerged as a key perspective guiding inquiry into the determinants of organizational performance. Since the early 1990s, numerous studies have examined RBT's assertion that the extent to which organizations possess strategic resources is positively related to performance. Although many studies appear to support this assertion, there is no consensus regarding how strongly strategic resources relate to performance. To help resolve this issue, we meta-analyze 125 studies of RBT that collectively encompass over 29,000 organizations. Our conservative estimate is that the effect size of the strategic resources-performance relationship is c = 0.22. Moderator tests suggest that the resources-performance link is stronger (1) when resources meet the criteria laid out in RBT and (2) for those performance measures that are not affected by potential value appropriation. When resources meet RBT's criteria and when performance measures are not affected by potential appropriation, the strength of the relationship grows to c = 0.29. This suggests that the identification, development, and distribution of value from strategic resources should be a primary consideration for scholars, managers, and shareholders.
A leading feminist geographer puts forth new ways of thinking about space and place. In these days of global acceleration on the one hand and intensifying local nationalisms on the other, how should we be thinking about space and place? This new book brings together Doreen Massey's key writings on this debate. In it she argues that we have seen some problematical readings of both terms in recent years, and she proposes an alternative approach more adequate to the issues facing the social sciences today. Massey has organized these debates around the three themes of space, place, and gender. She traces the development of ideas about the social structure of space and place, and the relation of both to issues of gender and certain debates within feminism. Beginning with the economy and social structures of production, Massey develops a wider notion of spatiality as the product of intersecting social relations. On this basis she proposes an approach to "places" that is essentially open and hybrid while always provisional and contested. The themes intersect with much current thinking about identity within feminism and cultural studies. The chapters range from studies of the concepts of place employed in debates on uneven regional development and inner-city problems to arguments about the relationship between the conceptualization of space/place and the social construction of gender relations. "This book presents a collection of Massey's writings that have appeared over the last two decades. The volume is, however, more than a sum of its parts, in that Massey uses commentaries throughout the book to delineate an intellectual trajectory in Anglo geography that connects the concerns of economic geography with critiques and extensions by feminist and postcolonial writers. Massey builds a multifaceted argument of the richness of geographical analysis and its centrality for contemporary social theory debates." Professional Geographer "In a compilation of essays spanning over fifteen years, Space, Place and Gender, Doreen Massey explores the intricate and profound connection of space and place with gender and the construction of gender relations. Spaces and places are gendered, she argues, at once reflecting and affecting how gender is understood." Harvard Design Magazine Doreen Massey is professor of geography at the Open University in the United Kingdom. She is the author of five books, including Spatial Divisions of Labour (1984) and, with David Weild and Paul Quintas, High-Tech Fantasies (1991).
Social structure, especially in the form of so-cial networks, affects economic outcomes for three main reasons. First, social networks affect the how and the quality of information. Much information is subtle, nuanced, and difficult to verify, so actors do not believe impersonal sources and instead rely on people they know. Second, social networks are an important source of reward and punishment, since these are often magnified in their impact when coming from others personally known. Third, trust, by which I mean the confidence that others will do the “right” thing despite a clear balance of incentives to the contrary, emerges, if it does, in the context of a social network.
Towards a strategic theory of the firmed) Competitive strategic management
- Rp Rumelt
The future of resource-based theory - revitalization or decline?
- J B Barney
- D J Ketchen
- M Wright
- JB Barney
The zero marginal cost society: the internet of things, the collaborative commons, and the eclipse of capitalism
- J Rifkin
Thick space. Approaches to metropolitanism
- C Brantz
- S Disko
- G Wagner-Kyora
Towards a strategic theory of the firm. In: Lamb R (ed) Competitive strategic management
- R P Rumelt
- RP Rumelt