Blue Ocean Strategy in Malaysian Public Sector: An Analysis of the Four Action Framework

Ramli, Anis Safwan; Ahmad, Jasmine; Harith, Norhafizah Mohamed

doi:10.1166/asl.2016.6736

Cited by 5 publications

(4 citation statements)

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“…There is also a tendency for BOS to be used at different analytical levels in practice. For example, the Malaysian government has introduced a "National Blue Ocean Strategy" (Ramli et al 2016). At the personal level, the BOS concept has been used to formulate "A Blue Ocean way of getting into shape" (Srinivas 2015).…”

Section: Methodsmentioning

confidence: 99%

Examining the Emergence and Evolution of Blue Ocean Strategy through the Lens of Management Fashion Theory

Madsen

Slåtten

2019

Social Sciences

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Blue Ocean Strategy (BOS) is a management concept which prescribes that organizations, rather than going head-to-head with competitors, try to create and exploit new market spaces, so-called blue oceans. Since its inception in the mid-2000s, BOS has become one of the most popular concepts in the field of strategy and one of the biggest buzzwords in the business world. This paper examines the emergence and evolution of BOS through the lens of management fashion theory. The analysis shows that the BOS concept exhibits several characteristics which makes it highly appealing to organizations and managers. In addition, the emergence of the concept was helped by a good fit with the zeitgeist in the field of strategy during the 2000s, which had shifted to a strong focus on theories and ideas about disruptive innovation and business model innovation. The popularization of the BOS concept can also be attributed to the backing of a powerful supply-side actors, and, in particular, the concept’s creators Kim and Mauborgne. While the attention given to BOS in public management discourse suggests that the concept can currently be considered highly fashionable, evidence about the concept’s use on the demand-side remains limited. Most surveys indicate that the adoption and diffusion is lower than would be expected based on the intensity of discourse surrounding the concept. Therefore, the current study provides some support for the view that supply-side and demand-side activity related to management fashions does not necessarily coevolve.

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Section: Methodsmentioning

confidence: 99%

Examining the Emergence and Evolution of Blue Ocean Strategy through the Lens of Management Fashion Theory

Madsen

Slåtten

2019

Social Sciences

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“…No contexto do setor público, "inovação de valor" significa explorar ideias que possuem alto impacto para os cidadãos -sociedade e baixo custo para as organizações, isto é, para as instituições públicas -governo (Ramli, Ahmad, & Harith, 2016). O fato é que, embora tenha suas origens no setor privado, a inovação de valor tem sido utilizada por instituições públicas, sobretudo em países asiáticos, para propor transformações em práticas de gestão e serviços públicos (Kelly et al, 2002;Liu, 2017;Ramli et al, 2016) No Brasil, Martins et al (2019) associaram o conceito de "inovação de valor" à teoria relacionada com os Fatores Críticos de Sucesso -FCS. Em conformidade com Rockart (1980), FCS são áreas nas quais os resultados satisfatórios assegurarão um desempenho competitivo de sucesso para o indivíduo, setor, departamento, organização ou instituição.…”

Section: Inovação De Valor Fatores Críticos E Radar Da Inovação De Valorunclassified

“…Existem, portanto, lacunas relacionadas com as transformações percebidas por cidadãos e instituições no contexto da adoção e uso de novos sistemas (Bannister & Connolly, 2014) e esta pesquisa caminha em direção ao preenchimento dessas lacunas, estudando fatores relativos à "inovação de valor", que no setor público dizem respeito a iniciativas envolvendo a melhoria da qualidade de vida dos cidadãos e a redução de custo para as instituições (Ramli et al, 2016). Enfim, no setor público, inovar em valor implica ir além dos aspectos de eficiência de processos, custos e gestão para compreender também o que é percebido como valor pelos cidadãosusuários (Kelly, Mulgan, & Muers, 2002;Liu, 2017;Martins et al, 2019).…”

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Inovação de Valor e Sistemas de Informação no Setor Público

Martins¹

2022

Rev. Adm. Soc. Inov.

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Objetivo: Analisar a percepção de inovação de valor gerada pela adoção e uso de um Sistema Integrado de Gestão de Atividades Acadêmicas – SIGAA em Universidades Públicas Brasileiras. Método: Trata-se de uma pesquisa aplicada, com objetivo exploratório-descritivo e abordagem multicasos quantitativa, envolvendo 15 universidades e 815 questionários elaborados com base no “radar da inovação de valor no setor público”, proposto por Martins et al. (2019). Resultados: Como resultado, tem-se a análise da inovação percebida por usuários do módulo "pós-graduação" do SIGAA em relação à acessibilidade, usabilidade, motivação, utilidade, presteza, satisfação, economia, governança, organização, impacto social, confiança e cultura. Conclusões: Concluiu-se que: i) os usuários, em sua maioria, percebem o sistema como uma simples ferramenta de automação de trabalho manual; ii) “Utilidade” é o fator que mais contribui para a percepção de inovação de valor; e iii) deve-se priorizar o redesenho de processos e módulos visando melhorias referentes à usabilidade, acessibilidade e motivação.

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“…Second, despite its prominence in Malaysia's policy circles, the NBOS has failed to receive research attention it deserves. Although some recent works (Ramli et al, 2016;Siddiquee et al, 2019) introduce the NBOS reform outlining its unique features and potentials, none of them has specifically assessed its performance and outcomes. Consequently, very little is known about its roles and contributions.…”

Section: Introductionmentioning

confidence: 99%

Collaborative approach to public service improvement: the Malaysian experience and lessons

Siddiquee

Xavier

2020

IJPSM

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PurposeIn 2009, Malaysia saw a unique approach to public service improvement. The National Blue Ocean Strategy (NBOS) was designed to enhance governmental performance by breaking down silos across ministries so that resources could be pooled and a leap in value of service is secured. This paper aims to examine the extent to which the NBOS has catalysed inter-agency collaboration and delivered improvements to public services.Design/methodology/approachThe study adopts a qualitative approach drawing on data collected through semi-structured individual interviews with key informants complemented with information from other sources. The interview evidence has been triangulated with those obtained through group discussions, personal observations and review of official records and publications.FindingsThe paper shows that despite some teething problems, the NBOS has performed commendably. It has made notable inroads in promoting cross-agency collaboration, demonstrating evidence of improved service delivery and cost savings for the government. In short, it has produced results in areas where previous reforms have performed poorly.Originality/valueThe paper adds to the limited literature on collaborative management in developing countries. The Malaysian experience suggests that leadership and commitment at the highest level, an effective governance structure, participation of key actors at various stages and a blend of top-down and bottom-up approaches to project development and management are among the critical success factors for a collaborative approach.

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Blue Ocean Strategy in Malaysian Public Sector: An Analysis of the Four Action Framework

Cited by 5 publications

References 0 publications

Examining the Emergence and Evolution of Blue Ocean Strategy through the Lens of Management Fashion Theory

Examining the Emergence and Evolution of Blue Ocean Strategy through the Lens of Management Fashion Theory

Inovação de Valor e Sistemas de Informação no Setor Público

Collaborative approach to public service improvement: the Malaysian experience and lessons

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