Value creation, innovation practice, and competitive advantage

Battisti, Enrico; Miglietta, Nicola; Nirino, Niccolò; Villasalero, Manuel

doi:10.1108/ejim-09-2018-0211

Cited by 53 publications

(41 citation statements)

References 74 publications

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“…Regarding innovation as the most important weapon for obtaining competitive advantage (e.g. Tushman and O'Reilly, 2002;Cristo-Andrade and Franco, 2019;Battisti et al, 2019), firms around the world have been actively involving in innovation activities, such as business model innovation, strategic change and management theory and tools renewal, aiming to realize the critical contributions to their long-term success (e.g. Birkinshaw et al, 2006Birkinshaw et al, , 2007Birkinshaw et al, , 2008; Lin and Su, 2014;Mol and Birkinshaw, 2009;Vaccaro et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

How do organizational routines paradoxically affect organizational innovation?

Huang

2020

EJIM

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PurposeThis paper aims to address how organizational routines paradoxically affect the process of organizational innovation based on a new construct of routines or to investigate the coexistence of both hindering and promoting effects from routines and their differentiated affecting paths.Design/methodology/approachThis paper adopts an interpretive and exploratory case study on the business model innovation of Yimu Technology Company Limited (Yimu Tech) from product standardization to customization. Considering that this innovation reflects a successful down-up rather than traditional up-down innovation, this paper focuses on it to explore how the most micro routines affect the whole process of innovation. Almost two years were spent in collecting data from Yimu Tech and in following the innovation through approaches of semi-structured interviews, archival data and observation; the data were analyzed through a five-step process before a framework showing the paradoxical effects was finally set up.FindingsThis research specifies the construct of organizational routines and promotes a five-dimensional concept covering the organizational, collective and individual levels of an organization. It confirms the interaction between the performative and ostensive aspects of routines, by showing that the ostensive aspect may not only guide tasks performing but also allow multiple changes, and the performative aspect may affect the ostensive aspect through the down-up or up-down path. Also, it finds that routines may paradoxically affect all three phases of innovation, with a strong up-down hindering effect but a weak down-up promoting effect in the preparation phase, a strong down-up promoting effect but a weak hindering effect in the emergence phase and both significant effects in the consolidation phase.Research limitations/implicationsThis research is constrained by several limitations. The set up framework of routines and their paradoxical effects on innovation need a further confirmation in more contexts or organizations; more elements should be considered in exploring the evolution of routines and their effects on innovations; little attention has been paid to the relationship between these two types of effects, conflicting with each other, joining together or working independently.Originality/valueThe findings offered some valuable insights for further research on organizational routines and organizational innovation and hold important implications for management practices. This research enriched the two-aspect view of routines by constructing a five-dimensional framework; further research studies on routine dynamics by showing the interaction between the performative and ostensive aspects can contribute to the study on effects of organizational routines on innovations by showing how routines promote and hinder innovation simultaneously throughout the whole process. It reminds managers of the strong power from the microlevel of an organization in innovation.

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Section: Introductionmentioning

confidence: 99%

How do organizational routines paradoxically affect organizational innovation?

Huang

2020

EJIM

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“…The challenges are open from many doors in markets, In the digital era, as Samsung has been facing and interlined with the competition (Yang et al, 2007), one of the top themes for the business to survive is how to enhance value creation and merge with the actions of innovativeness and competitiveness (Battisti et al, 2019). In the context of their proposition, the key take-outs which were developed in Figure 1 (e.g., KT1 'Direction and driving force'; KT2 'Understanding the market'; KT 3 'Management system'; KT 4 'Organisational Strategies'; KT 5 'Review & Evaluation') should be connected vehicles to enable the business performance more proactive and competitive to respond to the markets' needs and wants.…”

Section: Figure 2 a Profile Of Ict Based Management Scheme (Authors' mentioning

confidence: 99%

A Conceptualisation of Innovative Irganisation of an ICT Company: A Focus on the Impact of 'İnnovative Milieu

Oe¹,

Son²

2020

TR1010

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This paper investigates key elements for supporting strategic management behaviour with actionable implications for multinational corporations in the ICT business sector. Design/methodology/approach: Samsung was chosen as a research case. A qualitative approach was applied to this study to develop a discussion framework with key elements which support innovative organisational behaviour. Findings: From an analysis of secondary data of academic discussions relating with business behaviour of Samsung, five key themes were developed (e.g., Direction and driving force; Understanding the market; Management system; Organisational strategies; Review & evaluation). Further discussions were expanded from the framework with five key themes revealed a catalytic factor to foster an innovative behaviour of the organisation. Discussions: It has been found that close communications with stakeholders and the impact of innovative milieu should be a catalytic factor to enhance dynamic innovative actions within the organisation. Especially in the competitive ICT business sector, it has been suggested that the inter-organisational and internal learning attitudes covering both individuals and organisational proactiveness should be focused to sustain the businesses. Moreover, organisational innovation can be achieved from the collaborative 'innovative milieu' which enhances the proactive innovations.

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“…In this sense, RM is a "methodological approach to continuous identification, analysis, treatment and monitoring of risks by proactively using adequate processes, methods and tools" (Sienou et al, 2006). In particular, the goal of the value creation (Miglietta et al, 2017;Battisti et al, 2019) previously introduced is, thus, influenced by the ability of an organisation to manage potential risks to guarantee that optimal decisions are made (e.g. Hubbard, 2009;Tardivo et al, 2015).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Big data and risk management in business processes: implications for corporate real estate

Battisti

Shams²,

Sakka

et al. 2019

BPMJ

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Purpose The purpose of this paper is to improve understanding of the integration between big data (BD) and risk management (RM) in business processes (BPs), with special reference to corporate real estate (CRE). Design/methodology/approach This conceptual study follows, methodologically, the structuring inter-textual coherence process – specifically, the synthesised coherence tactical approach. It draws heavily on theoretical evidence published, mainly, in the corporate finance and the business management literature. Findings A new conceptual framework is presented for CRE to proactively develop insights into the potential benefits of using BD as a business strategy/instrument. The approach was found to strengthen decision-making processes and encourage better RM – with significant consequences, in particular, for business process management (BPM). Specifically, by recognising the potential uses of BD, it is also possible to redefine the processes with advantages in terms of RM. Originality/value This study contributes to the literature in the fields of real estate, RM, BPM and digital transformation. To the best knowledge of authors, although the literature has examined the concepts of BD, RM and BP, no prior studies have comprehensively examined these three elements and their conjoint contribution to CRE. In particular, the study highlights how the automation of data-intensive activities and the analysis of such data (in both structured and unstructured forms), as a means of supporting decision making, can lead to better efficiency in RM and optimisation of processes.

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Value creation, innovation practice, and competitive advantage

Cited by 53 publications

References 74 publications

How do organizational routines paradoxically affect organizational innovation?

How do organizational routines paradoxically affect organizational innovation?

A Conceptualisation of Innovative Irganisation of an ICT Company: A Focus on the Impact of 'İnnovative Milieu

Big data and risk management in business processes: implications for corporate real estate

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