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Purpose – The purpose of this paper is to conceptualize a typology of supply-side resilience capabilities and empirically validates these capabilities and their constituent bundles of practices. Design/methodology/approach – The study is primarily qualitative, employing the critical incident technique to collect data across 22 firms and seeking to validate how and why practice bundles form and relate to operations performance. It contains a frequency of occurrence analysis for the purpose of triangulation, a minor statistical part to provide some additional evidence of bundle formation and correlation between adoption of bundles of practices and recovered operations performance after upstream supply chain disruptions. Findings – Four supply-side resilience capabilities are conceptualized along two dichotomous dimensions – “proactive/reactive” and “internal/external” – in a 2×2 matrix as proactive-internal, proactive-external, reactive-internal and reactive-external resilience capabilities. Empirical support for the conceptualized typology is found. Bundles of specific practices that can be associated with each capability are identified. Moreover, the study finds a relationship between these practice bundles and recovered operations performance. Research limitations/implications – The statistical part is used just to provide some additional evidence through factor and regression analyses that these capabilities exist and do benefit adopting firms. Practical implications – Specifies practices that lead to recovered operations performance in the event of supply disruptions. Originality/value – Advances current theory by operationalizing resilience as a set of dynamic capabilities in terms of practice bundles that aid in recovering operations performance upon supply disruptions.

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This study identifies and systematically reviews the literature on resilience in management research in order to characterise operational resilience. We argue that operational resilience provides an integrative view on different resilience perspectives in business (supply chain, business continuity, infrastructure, organisational, strategic). Using the resource-based view and particularly dynamic capabilities perspective as theoretical lenses, operational resilience is discussed in relation to the core business processes of an enterprise. Five core functions (sense, build, reconfigure, re-enhance, sustain) are identified from literature and discussed taking into account desired and undesired consequences of uncertainties. Moreover, operational resilience is operationalised using routines pertaining to the identified core functions. The proposed operational resilience core functions are further scrutinised using two case examples. Future research is suggested to validate the identified core functions and to use them for empirical analysis, including investigation of relationships with operations management paradigms such as lean thinking.

Past research on new venture creation has focussed on initial conditions of start-ups or on the process of evolution. However, few studies have investigated the transitory stage when initial conditions changeover to a process of evolution. The aim of this paper is to investigate critical incidents infant new ventures face in this transitory stage. The paper covers two areas. First, a review of selected process models of new venture creation is conducted. Results from this review concludes that existing models as described in the literature are associated with several weaknesses: they oversimplify the phenomenon studied as they most often focus on one aspect only and they do not deal with how entrepreneurs adapt to specific situational conditions. Furthermore, the review indicates that the starting-point of a process often is hard to specify and characterize. Second, an empirical study based on the critical incident technique is reported on. On the basis of interviews with founders and entrepreneurial service providers related to the companies 65 critical incidents were identified. This equals an average of 8.1 incidents per company during a period of 6-18 months. Financing and recruiting were the most frequent and most important activities to manage. Then follows reference/first customer in third place. A common pattern of occurring incidents was identified among the ventures. However, in relation to the first round of venture capital financing a strategic choice was made. Either the companies followed a growth strategy and recruitment and organizational development were key goals, or the company focussed on building a patent portfolio. A tentative model is suggested that describes this process in detail.

The paper aims to provide a systematic overview of the barriers and enablers that contribute to the success or failure of collaborative workplaces initiatives aimed at fostering innovation in service companies. The study is based on semi-structured interviews with innovation managers, human resource managers and facility department executives from a sample of multi-national service companies. Its primary focus is on the workplace initiatives carried out in their Spanish subsidiaries. The paper contributes to the extant research by identifying a conceptual model for collaborative workplaces and by providing a systematic overview of the related barriers and enablers. From the interviews, these factors were organized within a framework usable by practitioners for analysis. This paper is of interest to companies that aim to design collaborative workplace strategies to justify associated investments. It can also provide their managers with guidelines to lead the company in the transition toward new ways of working based on higher employee collaboration and flexibility.

We leverage the business model innovation and ambidexterity literature to investigate a contradictory case, the Swedish-Finnish Telecom operator TeliaSonera. Despite being challenged by three major disruptions, the company not only still exists but also enjoys remarkably good financial performance. Building on extant archival data and interviews, we carefully identify and map 26 organizational responses during 1992-2016. We find that the firm has overcome three critical phases by experimenting and pioneering with portfolios of business models and/or technological innovations.We describe this behaviour as double ambidexterity. We use an in-depth case study to conceptualize double ambidexterity and discuss its impact on the business's survival and enduring success. | INTRODUCTIONOne stream of business model research has addressed the relationship between technological innovation (TI) and business model innovations (BMI) (Baden-Fuller & Haefliger, 2013;Chesbrough & Rosenbloom, 2002;Tongur & Engwall, 2014). This stream of inquiry has its roots in the 1970s, although it only gained momentum when existing theories were unable to explain new phenomena emerging from Internetbased companies (Wirtz, Pistoia, Ullrich, & Gottel, 2016). During this time, companies such as Google were unable to capture the value from their search customers directly. Instead, they had to capture the value created from a second group of customers: companies seeking to advertise to the first customer group (Teece, 2010). These early arti- Baden-Fuller and Haefliger (2013) suggest that the relationship between BMI and TI is bidirectional. While they agree that business models mediate the relationship between TI and firm performance (or value capture), they also emphasize that BMI-with open business models, in particular-is able to boost the ability to develop the right technology. In a similar vein, Tongur and Engwall (2014) argue that BMI is necessary to manage technology shifts and that the management of technology shifts is a process of managing both TI and BMI.Furthermore, the study of business models has also been conducted on different levels of analysis, and Wirtz et al. (2016) show that it has moved from the product level to the level of business units and organizations. Studies on the organizational level have also looked into the role of TI and BMI in transforming industries, such as newspapers (Holm, Gunzel, & Ulhøi, 2013;Rohrbeck, Günzel, & Uliyanova, 2012) or electric mobility (Abdelkafi, Makhotin, & Posselt, 2013). Thus, the question of how TI and BMI interplay has implications not only for the management of firms but also for the dynamic of industry transformation (Bidmon & Knab, 2014).Through our study, we want to contribute to the academic debate on BMI and the long-term performance of firms, taking into account the dynamic interplay of TI and BMI over time (Achtenhagen, Melin, & Naldi, 2013;Amit & Zott, 2012;Baden-Fuller & Haefliger, 2013;Björkdahl, 2009;Cavalcante, Kesting, & Ulhøi, 2011).For our study, we sought an industry t...

This paper explores the introduction of centrally coordinated initiatives aimed at formalising universities' relationships to external organisations. Such initiatives are referred to as structured relations. Based on a review of nine Swedish Universities, we identify three types of structured relation initiatives (network events, collaboration platforms, partnership agreements). In common for all structured relations identified are that they offer new opportunities to manage external expectations on universities, in particular as regards their ability to demonstrate their commitment to outreach activities. The formalisation of outreach activities challenges the academic tradition of giving individual professors discretionary mandates to enter and manage external relationships. Drawing on a collective action perspective, we analyse the tensions that are generated when universities introduce new elements of support and central coordination of outreach activities. The introduction of structured relations potentially contributes to changing the nature of the university as an organisation.