المؤلفون: M., Vijaya Sunder, Modukuri, Siddhartha

المصدر: California Management Review; May2024, Vol. 66 Issue 3, p69-92, 24p

مصطلحات موضوعية: VALUE creation, DIGITAL technology, INNOVATIONS in business, PERSUASION (Psychology), CUSTOMER cocreation, FINANCIAL technology

الشركة/الكيان: HEALTHTECH India (Company), EDUTECH India (Company)

مستخلص: Several firms worldwide that attempted to penetrate the bottom of the pyramid (BOP) with digital service innovations have encountered disappointing returns. This article explores what capabilities firms should develop and how they should nourish them for value creation at the BOP. Using the multiple-case method, this study inductively derives persuasion, co-creation, adaptation, and self-sustainability as essential capabilities. Cumulative maneuvering of these capabilities resulted in a sand cone model. Both established incumbents and digital natives benefit from this model, which enables them to safeguard their digital offerings while penetrating or expanding within BOP markets. [ABSTRACT FROM AUTHOR]

: Copyright of California Management Review is the property of California Management Review and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Heeren, Jasper, van de Vrande, Vareska, Volberda, Henk, de Waard, Erik

المصدر: California Management Review; May2024, Vol. 66 Issue 3, p116-136, 21p

مصطلحات موضوعية: OPEN innovation, BUREAUCRACY, MILITARY administration, INNOVATIONS in business, ORGANIZATIONAL performance

مستخلص: This article explores the effects of open innovation on innovation performance in military bureaucracies. While the understanding of how bureaucratic organizations can benefit from open innovation is still limited, this study discovered that open innovation can have a negative effect on innovation performance. However, leveraging an innovative culture can lead to improved innovation performance in organizations characterized by high levels of structure and hierarchy, especially those where secrecy and security are of vital importance. [ABSTRACT FROM AUTHOR]

: Copyright of California Management Review is the property of California Management Review and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Davenport, Thomas H., Westerman, George, ELLEZAM-DANIELO, NOEMIE, DURVASULA, SASTRY

المصدر: Harvard Business Review; May/Jun2024, Vol. 102 Issue 3, p148-153, 6p, 2 Color Photographs

مصطلحات موضوعية: ARTIFICIAL intelligence in business, BANKING industry, LEADERSHIP, INNOVATIONS in business, BUSINESS planning

مستخلص: The article presents a fictionalized case study that discusses the Malaysia-based company NVF Bank, its need to find a balance between embracing a bold AI-driven future for the bank while maintaining a human touch, and a proposal to revolutionize NVF's operations with AI that could digitalize interactions, reduce costs, and enhance competitiveness. Following the case study, a commentary elaborates on the pros and cons of moving ahead with the generative AI approach and the need to reconcile differing perspectives within NVF's leadership in order to ensure that AI investments align with the bank's strategic goals while embracing the potential for innovation and adaptation in the rapidly evolving banking landscape.

المؤلفون: Strebulaev, Ilya A., Dang, Alex

المصدر: Harvard Business Review; May/Jun2024, Vol. 102 Issue 3, p132-141, 10p, 4 Color Photographs

مصطلحات موضوعية: VENTURE capital companies, VENTURE capital, PUBLIC companies, INVESTMENTS, TECHNOLOGICAL innovations in business enterprises, DECISION making in business, STRATEGIC thinking in business

مستخلص: Venture capitalists’ unique approach to investment and innovation has played a pivotal role in launching one-fifth of the largest U.S. public companies. And three-quarters of the largest U.S. companies founded in the past 50 years would not have existed or achieved their current scale without VC support. The question is, Why? What makes venture firms so good at finding start-ups that go on to achieve tremendous success? What skills do they have that experienced, networked, and powerful large corporations lack? The authors’ research reveals that the venture mindset is characterized by several principles: the individual over the group, disagreement over consensus, exceptions over dogma, and agility over bureaucracy. This article offers guidance to traditional firms in using the VC mindset to spur innovation. [ABSTRACT FROM AUTHOR]

: Copyright 2024 Harvard Business Publishing. All Rights Reserved. Additional restrictions may apply including the use of this content as assigned course material. Please consult your institution's librarian about any restrictions that might apply under the license with your institution. For more information and teaching resources from Harvard Business Publishing including Harvard Business School Cases, eLearning products, and business simulations please visit hbsp.harvard.edu. (Copyright applies to all Abstracts.)

المؤلفون: Chevallier, Arnaud, Dalsace, Frédéric, Barsoux, Jean-Louis

المصدر: Harvard Business Review; May/Jun2024, Vol. 102 Issue 3, p66-74, 9p, 3 Color Photographs

مصطلحات موضوعية: QUESTIONING, DECISION making in business, BUSINESS planning, THOUGHT & thinking, ARTIFICIAL intelligence in business, LEADERSHIP, PROBLEM solving, INNOVATIONS in business

People: HUANG, Jen-Hsun, 1963-

مستخلص: With organizations of all sorts facing increased urgency and unpredictability, being able to ask smart questions has become key. But unlike lawyers, doctors, and psychologists, business professionals are not formally trained on what kinds of questions to ask when approaching a problem. They must learn as they go. In their research and consulting, the authors have seen that certain kinds of questions have gained resonance across the business world. In a three-year project they asked executives to brainstorm about the decisions they’ve faced and the kinds of inquiry they’ve pursued. In this article they share what they’ve learned and offer a practical framework for the five types of questions to ask during strategic decision-making: investigative, speculative, productive, interpretive, and subjective. By attending to each, leaders and teams can become more likely to cover all the areas that need to be explored, and they’ll surface information and options they might otherwise have missed. INSET: What's Your Question Mix?. [ABSTRACT FROM AUTHOR]

: Copyright 2024 Harvard Business Publishing. All Rights Reserved. Additional restrictions may apply including the use of this content as assigned course material. Please consult your institution's librarian about any restrictions that might apply under the license with your institution. For more information and teaching resources from Harvard Business Publishing including Harvard Business School Cases, eLearning products, and business simulations please visit hbsp.harvard.edu. (Copyright applies to all Abstracts.)

المصدر: Journal of Financial & Quantitative Analysis; Mar2024, Vol. 59 Issue 2, pf1-f4, 4p

مصطلحات موضوعية: INNOVATIONS in business, EARNINGS per share, CREDIT default swaps

المؤلفون: Hsu, Po-Hsuan, Lü, Yiqing, Wu, Hong, Xuan, Yuhai

المصدر: Journal of Financial & Quantitative Analysis; Mar2024, Vol. 59 Issue 2, p652-689, 38p

مصطلحات موضوعية: INNOVATIONS in business, JOB security, STOCKHOLDERS' voting, PATENTS, CORPORATE directors, BOARDS of directors, EXPERTISE

مستخلص: In this article, we show that firms can become conservative in innovation when their directors face job insecurity. We find that after the staggered enactment of majority voting legislation that strengthens shareholders' power in director elections, firms produce fewer patents, particularly exploratory patents, and fewer forward citations. This effect is stronger for directors facing higher dismissal costs or threats and for firms with greater needs for board expertise and is mitigated by institutional investors' expertise in innovation. Overall, our results suggest that heightened job insecurity induces director myopia, which leads to a reduction in investment in risky, long-term innovation projects. [ABSTRACT FROM AUTHOR]

: Copyright of Journal of Financial & Quantitative Analysis is the property of Cambridge University Press and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Faurel, Lucile, Li, Qin, Shanthikumar, Devin, Teoh, Siew H.

المصدر: Journal of Financial & Quantitative Analysis; Mar2024, Vol. 59 Issue 2, p474-520, 47p

مصطلحات موضوعية: TRADEMARKS, NEW product development, INNOVATIONS in business, RISK-taking behavior, EXECUTIVE compensation, ORGANIZATIONAL performance

مستخلص: We build a novel comprehensive data set of new product trademarks as an output measure of product development innovation. We show that risk-taking incentives in CEO compensation motivate this type of innovation and that this innovation improves firm performance. Using an exogenous shock to executive compensation, we find that reductions in stock option compensation cause reductions in new product development. We also find that firms undertaking new product development experience increases in future cash flow from operations and return on assets. These findings suggest the importance of product development innovation to firms and new trademarks as a novel innovation measure. [ABSTRACT FROM AUTHOR]

: Copyright of Journal of Financial & Quantitative Analysis is the property of Cambridge University Press and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Jacobides, Michael G., Ma, M. Dalbert, Trantopoulos, Konstantinos, Vassalos, Vasilis

المصدر: California Management Review; Feb2024, Vol. 66 Issue 2, p91-107, 17p

مصطلحات موضوعية: GAMIFICATION, CONSUMER behavior, CUSTOMER retention, CUSTOMER relations, CUSTOMER loyalty, BUSINESS success, TECHNOLOGICAL innovations in business enterprises, INTERNET & economics, INTERNET & ethics

مستخلص: This article analyzes the connection between gamification and business success, focusing on customer retention, new customer acquisition, and transforming user perceptions. Based on a qualitative comparative analysis of 40 high-profile gamification projects, it shows that a combination of three key features—virtualization, social comparison, and tangible rewards—explain the various pathways to success. Each pathway requires the presence—and sometimes absence—of different design features, and firms do best when they focus on one or two objectives rather than all three at once. The article presents a framework for designing and implementing gamification more strategically and effectively, noting the ethical questions that arise. [ABSTRACT FROM AUTHOR]

: Copyright of California Management Review is the property of California Management Review and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

المؤلفون: Park, Sanghyun, Piezunka, Henning, Dahlander, Linus

المصدر: Academy of Management Journal; Feb2024, Vol. 67 Issue 1, p262-288, 27p

مصطلحات موضوعية: INNOVATIONS in business, CREATIVE ability in business, DECISION making, ORGANIZATIONAL behavior, INNOVATION management, THEORY of the firm

مستخلص: While external search allows organizations to source diverse ideas from people outside the organization, it often generates a narrow set of nondiverse ideas. We theorize that this stems from an interplay between organizations' idea selection and the external generation of ideas: an organization selects ideas shared by external contributors, and the external contributors, who strive to see their ideas selected, use the prior selection to infer what kind of ideas the organization is looking for, and to respond. Contributors whose ideas are misaligned with the organization's selection tend to stop submitting ideas (i.e., self-selection) or adjust the ideas they submit so that they correspond (i.e., self-adjustment), resulting in a less diverse pool of ideas. Our central hypothesis is that the more consistent organizations are in their selection, the stronger the coevolutionary lock-in: organizations with greater selection consistency receive future ideas with lower content variety. We find support for these predictions by combining large-scale network analysis and natural language processing across a large number of organizations that use crowdsourcing. Our findings suggest a reconceptualization of external search as a two-way street: organizations are not simply passive receivers of ideas but send signals that shape the pool of ideas that externals share. [ABSTRACT FROM AUTHOR]

: Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)