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Creating open innovation via API-enabled simultaneous centralization and decentralization 通过支持api的同时集中化和去中心化来创建开放式创新

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2024.10.008

Mohammad Hossein Jarrahi , Arvind Malhotra

Application Programming Interfaces (APIs) have increasingly become crucial to digital ecosystems, facilitating interconnectivity and data exchange essential for the digital transformation and open innovation of today’s business landscape. In this article, we introduce a perspective on how APIs can be viewed as a means of achieving a dynamic equilibrium between centralization and decentralization for value creation in business ecosystems. Unlike common perspectives that regard APIs solely as technological tools, we examine them as a new way of thinking and organizing and as strategic mechanisms that facilitate the unbundling and rebundling of business offerings. We also highlight their flexibility in adapting to changing business environments and outline various organizational models ranging from internal coordination to open platforms. This approach enables organizations to dynamically integrate diverse innovative services while maintaining a balance between control and autonomy. We draw on insights from open-innovation organizational structures with practical examples from leading-edge use and application of APIs, demonstrating the transformative power of APIs on business models and ecosystems. In doing so, we provide a detailed framework and multiple examples, guiding business leaders to strategically incorporate APIs into their offerings.

应用程序编程接口（api）对数字生态系统越来越重要，促进互联互通和数据交换，这对于当今商业环境的数字化转型和开放式创新至关重要。在本文中，我们将介绍如何将api视为实现商业生态系统中价值创造的集中化和去中心化之间动态平衡的一种手段。与将api单独视为技术工具的常见观点不同，我们将其视为一种新的思维和组织方式，以及促进业务产品拆分和重新打包的战略机制。我们还强调了他们适应不断变化的商业环境的灵活性，并概述了从内部协调到开放平台的各种组织模式。这种方法使组织能够动态地集成各种创新服务，同时保持控制和自治之间的平衡。我们从开放式创新的组织结构中汲取见解，并结合api的前沿使用和应用的实际例子，展示api对商业模式和生态系统的变革力量。为此，我们提供了一个详细的框架和多个示例，指导业务领导者战略性地将api合并到他们的产品中。

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引用次数: 0

Do we still trust science, scientists, and the scientific method? Yes, but… 我们还相信科学、科学家和科学方法吗？是的,但是……

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2025.06.003

Idalene F. Kesner

引用次数: 0

Brand responses to influencer scandals: An action plan for managers 品牌对网红丑闻的回应：管理者的行动计划

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2024.12.002

Matthew Wilson , Obinna O. Obilo , Adam J. Mills

Influencers are an increasingly popular and highly effective way to expand brand reach and generate consumer interest. Yet, influencers are often involved in scandals that can negatively impact the brand or products they endorse. This article explores influencer scandals and offers managerial guidance on how brands should respond to them. Following our research, we identify four key factors that brand managers should consider when faced with influencer transgressions. We develop an action plan suggesting that brand managers assess culpability, the gravity of the transgression, the nature of the endorsement, and the influencer’s responses to the incident. We conclude with a decision tree to guide managers in the difficult process of handling influencer transgressions and determining whether to stick with or cut ties with an influencer.

网红是一种越来越受欢迎和高效的方式来扩大品牌影响力和引起消费者的兴趣。然而，网红经常卷入丑闻，这可能会对他们代言的品牌或产品产生负面影响。本文探讨了网红丑闻，并就品牌应如何应对这些丑闻提供了管理指导。根据我们的研究，我们确定了品牌经理在面对网红违规时应该考虑的四个关键因素。我们制定了一个行动计划，建议品牌经理评估罪责、违规的严重程度、代言的性质以及网红对事件的反应。最后，我们用一个决策树来指导管理人员处理影响者违规行为的困难过程，并决定是坚持还是切断与影响者的关系。

引用次数: 0

Managerial decision-making and AI: A decision canvas approach 管理决策和人工智能：决策画布方法

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2024.12.001

Soumendra Narain Bagchi , Rajeev Sharma

Given the undeniable fact that the quality of decisions significantly impacts organizational success and the careers of the decision-makers, in this article, we explore various categories of decisions that managers encounter and examine the existing literature for tools and frameworks that can enhance the decision-making process. Our search revealed a significant gap between the complexity of real-world problems and the capabilities of available decision-making tools. Current frameworks that rely on large language models (LLMs) like ChatGPT are still nascent and offer limited guidance. We propose using a decision canvas to harness the extensive capabilities of large language models. The decision canvas is structured using the organizational hierarchy and applicable operating principles. This canvas is designed to help decision-makers better comprehend their available options, tools, and frameworks. This canvas facilitates two broad approaches to decision-making: (1) developing a comprehensive understanding, starting from leaders’ personal philosophies toward the problem; and (2) a limited problem-solving approach to identify the possible solution.

鉴于决策质量显著影响组织成功和决策者的职业生涯这一不可否认的事实，在本文中，我们探索了管理者遇到的各种决策类别，并检查了现有文献中可以增强决策过程的工具和框架。我们的研究揭示了现实世界问题的复杂性与可用决策工具的能力之间的巨大差距。当前依赖于大型语言模型（llm）的框架（如ChatGPT）仍处于萌芽阶段，提供的指导有限。我们建议使用决策画布来利用大型语言模型的广泛功能。决策画布是使用组织层次结构和适用的操作原则构建的。这个画布旨在帮助决策者更好地理解他们可用的选项、工具和框架。这幅画布促进了两种广泛的决策方法：(1)从领导者对问题的个人哲学出发，形成全面的理解；(2)有限的问题解决方法，以确定可能的解决方案。

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引用次数: 0

Exploring energy transition through AI codification of leadership perspective and corporate strategies: The case of Mexico 通过领导视角和企业战略的人工智能编纂探索能源转型：以墨西哥为例

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2024.10.007

Hugo Alberto Alvarez-Perez , Rolando Fuentes-Bracamontes

The global energy landscape is undergoing a profound transformation toward sustainable energy systems, motivated by imperatives to address climate change, to diminish environmental impact, and to enhance energy security. This study examines how corporate leaders shape energy transition through innovative sustainability strategies, providing insights into the challenges and opportunities that characterize this evolving landscape. We do this using the case of Mexico’s energy transition. Employing a mixed-method approach, this study combines qualitative insights from interviews with experts from Mexican corporations with advanced, AI-driven analysis. This approach highlights key trends, including the need for adaptable policies, technological innovation, and collaborative efforts to overcome barriers to clean energy adoption. The study outlines several strategic actions to assist executives in effectively navigating the energy transition and in capitalizing on opportunities across diverse regional contexts.

在应对气候变化、减少环境影响和加强能源安全的迫切需要的推动下，全球能源格局正在经历朝着可持续能源体系的深刻转变。本研究探讨了企业领导者如何通过创新的可持续发展战略来塑造能源转型，为这一不断变化的格局提供了挑战和机遇的见解。我们以墨西哥的能源转型为例。本研究采用混合方法，将来自墨西哥公司专家访谈的定性见解与先进的人工智能驱动分析相结合。这种方法突出了关键趋势，包括需要适应性强的政策、技术创新和合作努力，以克服采用清洁能源的障碍。该研究概述了几项战略行动，以帮助高管们有效地驾驭能源转型，并利用不同地区背景下的机遇。

引用次数: 0

Navigating the organizational AI journey: The AI transformation framework 引导组织人工智能之旅：人工智能转型框架

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2025.01.002

Jonny Holmström , Johan Magnusson

This article introduces the AI transformation framework, a structured approach organizations can use to navigate the complexities of AI integration. AI transformations are reshaping industries, but organizations often struggle to realize value from their initiatives. The framework presents three dimensions critical to successful AI transformation: automation, augmentation, and data richness. Automation involves delegating routine tasks to AI systems, augmentation enhances human decision-making through AI, and data richness ensures AI systems are effective and accurate. By visualizing these dimensions as a cube, the framework helps organizations strategically position their efforts to maximize AI’s benefits. The AI transformation framework unfolds in three steps—path framing, path narrating, and path stretching—each addressing critical questions related to “what,” “when,” and “how” AI impacts the organization. Path framing helps executives define AI strategy, path narrating provides a temporal structure for implementation, and path stretching focuses on scaling AI efforts. The article offers practical recommendations for managing AI transformation, and by breaking down the AI transformation journey into manageable stages, organizations can better align their initiatives with their strategic goals.

本文介绍了人工智能转换框架，这是一种结构化的方法，组织可以使用它来导航人工智能集成的复杂性。人工智能转型正在重塑行业，但组织往往难以从其计划中实现价值。该框架提出了成功实现人工智能转型的三个关键维度：自动化、增强和数据丰富性。自动化包括将日常任务委托给人工智能系统，增强通过人工智能增强人类决策，数据丰富性确保人工智能系统有效和准确。通过将这些维度可视化为一个立方体，该框架可以帮助组织战略性地定位他们的努力，以最大化人工智能的好处。人工智能转型框架分三个步骤展开——路径框架、路径叙述和路径延伸——每个步骤都解决与“什么”、“何时”和“如何”人工智能影响组织相关的关键问题。路径框架帮助高管定义人工智能战略，路径叙述为实施提供了一个时间结构，路径延伸专注于扩大人工智能的努力。本文为管理人工智能转型提供了实用的建议，并且通过将人工智能转型之旅分解为可管理的阶段，组织可以更好地将其计划与战略目标结合起来。

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引用次数: 0

Cyberintelligence for logistics: The promise and challenges of cyber-physical systems 物流的网络智能：网络物理系统的前景和挑战

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2025.01.001

Nitin Singh , Kee-hung Lai , George Q. Huang

Today’s business environment is complex, requiring companies to be resilient and agile in managing their supply chains, where cargo facilities play a crucial role. Cyber-physical systems (CPSs) are instrumental in supporting these capabilities in terms of resilience and agility. CPSs integrate physical processes with computational intelligence and thus provide a useful solution for cargo facilities. Large-scale cargo facilities need to efficiently manage and track a vast number of operations every day. We discuss important issues related to CPSs, including networking infrastructure, appliances, devices, sensors, and software. Based on a case study, we examine the relevant CPS technology solutions, their applications and integration, and the key issues related to project implementation and operations in a large cargo facility. The implications highlight the importance of technology selection and integration, technology redundancy, compatibility with CPSs, well-structured contracts, crossdisciplinary perspective, technology upgrades, and appropriate testing and commissioning in CPS implementations.

当今的商业环境是复杂的，要求公司在管理供应链方面具有弹性和敏捷性，其中货运设施起着至关重要的作用。在弹性和敏捷性方面，网络物理系统（cps）有助于支持这些功能。cps将物理过程与计算智能相结合，从而为货物设施提供了有用的解决方案。大型货运设施需要高效地管理和跟踪每天大量的业务。我们将讨论与cps相关的重要问题，包括网络基础设施、设备、设备、传感器和软件。通过案例研究，我们研究了相关的CPS技术解决方案，它们的应用和集成，以及与大型货运设施项目实施和运营相关的关键问题。其含义强调了技术选择和集成、技术冗余、与CPS的兼容性、结构良好的合同、跨学科的观点、技术升级以及在CPS实施中适当的测试和调试的重要性。

引用次数: 0

Your synthetic teammate: Enriching new product development with generative AI 你的合成队友：用生成式人工智能丰富新产品开发

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2025.02.008

Maya Kumar , Stefanie Beninger , Alex Reppel , Julie Stanton , Dieter Vlaminck , Forrest Watson

Generative AI (GenAI) is transforming business activities, and new product development (NPD) is no exception. Despite the technology’s increasing importance and use in NPD, managers lack concrete guidance on how best to integrate it into their activities. We adopt a synthetic teammate framing that allows managers to approach GenAI in their NPD in a strategic and structured way, such that GenAI becomes a valuable yet heavily managed team member. To help promote the effective integration of this new synthetic teammate, we provide guidance on how GenAI can best be integrated across four key NPD activities, including how to communicate with it in the most effective way. Core to our guidance is ensuring that managers recognize the strengths and weaknesses of GenAI and agree to a human-first approach in their use of the technology. Humans need to remain in the lead on NPD, with GenAI as a synthetic teammate enriching its activities to give companies a competitive edge.

生成式人工智能（GenAI）正在改变商业活动，新产品开发（NPD）也不例外。尽管该技术在新产品开发中的重要性和应用日益增加，但管理人员缺乏关于如何最好地将其整合到他们的活动中的具体指导。我们采用了一种合成的团队框架，允许管理者以战略性和结构化的方式在他们的新产品开发中接近GenAI，这样GenAI就成为了一名有价值但受到严格管理的团队成员。为了帮助促进这个新的合成队友的有效整合，我们提供了关于如何在四个关键的NPD活动中最好地整合GenAI的指导，包括如何以最有效的方式与它沟通。我们指导的核心是确保管理人员认识到GenAI的优势和劣势，并同意在使用该技术时采用以人为本的方法。人类需要在新产品开发方面保持领先地位，而GenAI作为一个合成的队友，丰富了人类的活动，为企业提供了竞争优势。

引用次数: 0

Pay transparency: How much disclosure do employees want? 薪酬透明度：员工希望披露多少信息？

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/j.bushor.2024.11.004

William Heisler

Pay transparency remains an important issue today in compensation practices within business organizations. Much of the discussion surrounding pay transparency, however, treats it as a unidimensional concept and does not explore employee preferences regarding the type and level of disclosure. This study provides insight into how much and what kind of data about pay employees truly seek from employers. Using the Prolific data-collection platform for academic research, a survey was administered to 600 participants from a pool of nearly 2,500 full-time US employees of companies listed on a US stock exchange. The survey results indicate that a majority of employees want to know more about how compensation is determined and prefer that pay grades/ranges be disclosed for all jobs in an organization. But considerable differences in preferences exist between generations concerning the disclosure of individual pay data. Disclosure preferences were also compared with perceptions regarding the existence of gender and racial pay gaps. Employees who perceive that significant gender and racial pay disparities exist within organizations prefer higher levels of pay disclosure. The findings from this survey may assist organizations in developing policies and practices related to the disclosure of pay data.

薪酬透明度在今天的商业组织薪酬实践中仍然是一个重要的问题。然而，围绕薪酬透明度的许多讨论都将其视为一个单维概念，并没有探讨员工对披露类型和水平的偏好。这项研究揭示了员工真正想从雇主那里得到多少以及什么样的薪酬数据。研究人员利用多产的学术研究数据收集平台，对600名参与者进行了一项调查，调查对象来自一家美国证券交易所上市公司的近2500名全职美国员工。调查结果表明，大多数员工希望更多地了解薪酬是如何确定的，并希望披露组织中所有工作的薪酬等级/范围。但在披露个人薪酬数据方面，代际之间存在着相当大的偏好差异。他们还比较了披露偏好与性别和种族薪酬差距存在的看法。那些认为公司内部存在明显的性别和种族薪酬差异的员工更倾向于更高水平的薪酬披露。这项调查的结果可以帮助组织制定有关披露薪酬数据的政策和做法。

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引用次数: 0

Inside front cover - ed board 内部前盖板

IF 7 3区管理学 Q1 BUSINESS

Business Horizons

Pub Date : 2026-01-01 DOI: 10.1016/S0007-6813(25)00197-1

引用次数: 0

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