Adapt fast or die slowly: Complex adaptive business models at Cisco Systems

Groeger, Lars; Bruce, Kyle; Rolfe, Iain

doi:10.1016/j.indmarman.2018.12.002

Cited by 14 publications

(16 citation statements)

References 63 publications

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“…Extant research suggests that the ability to act entrepreneurially is connected to the flexibility and agility of the organizational culture and its leadership ( Schweitzer et al, 2016 ; Blanka, 2019 ). Accordingly, a typical feature in innovation lab environments are semi-autonomous, multidisciplinary teams in which multiple team members collectively exert leadership influence (e.g., based on situational demands), thereby challenging traditional command-and-control conceptions of leadership ( Groeger et al, 2019 ). In particular, intrapreneurial teams can be characterized by a high skill differentiation, low authority differentiation, and low temporal stability ( Hollenbeck et al, 2012 ; Knight et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

The Emergence of Shared Leadership in Innovation Labs

2021

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Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.

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Section: Introductionmentioning

confidence: 99%

The Emergence of Shared Leadership in Innovation Labs

2021

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“…Industrial high-tech markets not only are characterized by profound levels of market and technological uncertainty, but firms herein must navigate extraordinarily dynamic and fast-moving environments (Groeger and et al, 2019). Moreover, adapt and lead the agile development process would be one of the significant part of policy of this company (Chen, 2016).…”

Section: Cisco Systems Incmentioning

confidence: 99%

The Role of Tech Companies in Economy and Environmental Protection using COVID-19 Pandemic (Case Study: Cisco Systems)

2020

Journal of Energy and Environmental Pollution

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The global COVID-19 pandemic is of course not only a critical public health emergency, but a political, economic, and social emergency too. There is a huge number of private and public companies and even governments have changed their policies for their employees to work from home during COVID-19 pandemic. “Work from Home” is not a new way of working and it has been in some jobs for more than a decade; however, the COVID-19 pandemic has suddenly highlighted it. There are tech companies connecting employees and employers together by internet and they have significant role in the economy of counties worldwide. While COVID-19 pandemic has made their role became more prominent, their role in preserving the environment is clear. For example, they have reduced employees and students’ Intra-city commute. In this article we show some benefits of online services by tech companies like Cisco systems during pandemic and then new statistics about number of new users of tech companies and their economical and environmental benefits.

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“…gatekeeping; Rogers et al , 2002) and to create a sustainable competitive advantage (e.g. forecasting return volume; Groeger et al , 2019; Nilsson, 2019). However, consumers' online shopping and return habits have been adding unpredictable fluctuations and complexity to return volume (Cromwell, 2018; Navar, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Unfortunately, the hierarchical infrastructure of most processing departments is not designed to handle chaotic return volume due to systems of rules that constrain the autonomy of return processors (defined as the employees who analyze and process product returns; Gray, 2019; Groeger et al , 2019). Return processors often have limited access to information about products and/or customers and frequently are not trusted to make key decisions about returned items – instead decisions are passed to the next level in the hierarchy of decision-making (Espinosa et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

“…While a hierarchical decision-making structure may allow managers to track who made decisions on a returned item more easily, the actual work of processing product returns cannot be reduced to purely mechanical tasks (i.e. steps in the return process; Groeger et al , 2019; Nilsson and Gammelgaard, 2012; Nilsson, 2019). Looking only at the mechanical tasks return processors go through ignores the rich, diverse mental schema processors rely upon to guide their decision-making, as well as positive and negative complexities that arise from motivational and emotional conflicts during human interactions (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Exploring an adaptability approach: how creative return processors impact firm performance

Espinosa¹,

Stock²,

Ortinau³

et al. 2021

IJLM

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PurposeThe authors explore complex adaptive systems (CAS) theory as an updated theoretical perspective for managing product returns that better matches the chaotic nature of recent consumer behaviors. CAS theory highlights the importance of agents who create and self-organize to help systems adapt in unpredictable environments.Design/methodology/approachThis research utilizes data collected from return managers in an online survey and applies regression analyses to estimate the influence of the focal variables.FindingsEmpirical evidence of the firm flexibility–firm adaptability link is established, and return processor creativity positively relates to this link. The firm flexibility–firm adaptability link fully mediates the relationship between return processor creativity and returns management performance and partially mediates the relationship between return processor creativity and relationship quality. Nonmediated effects were observed for turnover and revenue size.Practical implicationsManagers of returns who embrace an adaptability approach become facilitators of returns by supporting processor creativity. Enhancing the autonomy of processors in their day-to-day work increases the knowledge-creation capabilities of the firm, which helps the firm move forward and adapt in an uncertain environment.Originality/valueThis research presents empirical evidence of the underlying mechanisms of CAS theory in the product returns context by studying processor agents and argues that CAS theory better fits the current dynamics of the product returns environment. Further, this paper extends work by Espinosa et al. (2019) and Nilsson (2019) by studying how a specific human characteristic – creativity – impacts product returns management.

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Adapt fast or die slowly: Complex adaptive business models at Cisco Systems

Cited by 14 publications

References 63 publications

The Emergence of Shared Leadership in Innovation Labs

The Emergence of Shared Leadership in Innovation Labs

The Role of Tech Companies in Economy and Environmental Protection using COVID-19 Pandemic (Case Study: Cisco Systems)

Exploring an adaptability approach: how creative return processors impact firm performance

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