PurposeThis article proposes a conceptual basis upon which to address strategic design as business intellectual capital.Design/methodology/approachA literature review was carried out on the subjects of strategic design and intellectual capital.FindingsA conceptual basis is derived from the theoretical proposal that strategic design is an intangible, critical factor, which favors organizational competitiveness, when it impacts the betterment of organizational and intellectual capital processes.Practical implicationsOn the level of business practice, this article submits a broadened view of design, which may be applied to organizational strategic processes and which transcends its emphasis in the production of goods or services.Originality/valueIn previous literature, strategic design has not been addressed as intellectual capital, which supports the resolution of strategic problems.
Purpose This paper aims to comprehend organizational transformation (OT) as a permanent, continuous and iterative system, which integrates large transformations that, in turn, require smaller, additional transformations. For OT implementation, a conceptual model is proposed, called the four orders of OT. Design/methodology/approach Case study with a qualitative approach, used critical incident interviews, which were applied to describe both successful and unsuccessful events. Participants were chosen by convenience, and information was processed with Nvivo software. Findings The Colombian family holding studied was founded in 1974, and in its 47 years of existence, has implemented important transformations in its three companies. These showcase the four types of OT proposed, although third order support has been applied most often. The events that triggered said transformations are mainly of exogenous character, and broad responsibility was found on both the upper management and work team levels for implementation processes. This was also found for the indicator use and the various planning approaches used, depending upon the transformation type. Practical implications Future research is required, so as to refine and validate the conceptual OT model proposed in other types of companies and development contexts. The proposed construct permits company managers to design and more efficiently manage transformations, while satisfying the diverse orders proposed in the theoretical model. Originality/value An integrative conceptual model called “the four orders of OT” is proposed and validated in a Colombian family businesses group, which is composed of three companies.
The objective of the present article was to encounter empirical evidence of the use that companies make of the empathetic competency and participative design for relationship development with their interest groups. Empirical comparison occurred by way of a case study in a Colombian family business group composed of three companies. A mixed research design was applied, using a questionnaire to measure the use of empathy, as was an in-depth interview, to learn the use of participative design in stakeholder relationships. Results show acceptable use of the empathetic competency, and that the participative approach, characteristic of design, is partially employed, although the upper level of co-creation is not achieved. It is concluded that, if the empathetic competency is not made to form the base of the participative approach, organization relational capital is wasted. Further, companies may improve stakeholder relationships if they are able to apply participative design methodologies, techniques, and tools, as these reduce resistance to change, and improve the work environment, leadership, and productivity.
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