Pub Date : 2024-10-11DOI: 10.1016/j.bushor.2024.10.003
Mark Ward , Oleksiy Osiyevskyy
Firms need to reliably identify new sources of competitive advantage ex ante to mitigate the risk of obsolescence in response to changing environments. One approach to addressing this issue is design-led innovation (DLI), which integrates design thinking with strategic management. DLI offers a flexible framework to identify and exploit new opportunities for competitive differentiation. Identifying, formulating, and framing strategic problems drives the DLI process by acting as the catalyst to create knowledge and awareness of value-creation opportunities. This study offers a strategic-problem classification matrix based on a portfolio approach to identifying value-creation opportunities. Two practices are presented: (1) engaging in progressive problem-solving, and (2) employing DLI catalysts. These practices could potentially strengthen DLI’s application and transform it into a generative source of competitive advantage.
{"title":"Design-led innovation as a generative source of competitive advantage","authors":"Mark Ward , Oleksiy Osiyevskyy","doi":"10.1016/j.bushor.2024.10.003","DOIUrl":"10.1016/j.bushor.2024.10.003","url":null,"abstract":"<div><div>Firms need to reliably identify new sources of competitive advantage ex ante to mitigate the risk of obsolescence in response to changing environments. One approach to addressing this issue is design-led innovation (DLI), which integrates design thinking with strategic management. DLI offers a flexible framework to identify and exploit new opportunities for competitive differentiation. Identifying, formulating, and framing strategic problems drives the DLI process by acting as the catalyst to create knowledge and awareness of value-creation opportunities. This study offers a strategic-problem classification matrix based on a portfolio approach to identifying value-creation opportunities. Two practices are presented: (1) engaging in progressive problem-solving, and (2) employing DLI catalysts. These practices could potentially strengthen DLI’s application and transform it into a generative source of competitive advantage.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 687-698"},"PeriodicalIF":7.0,"publicationDate":"2024-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-09DOI: 10.1016/j.bushor.2024.10.002
Anton Klarin , Sergey Sosnovskikh
As the world has become increasingly hostile and politicized, sanctions have become an often-used tool for enforcing global rules. Nevertheless, organizations engaged in international trade have found ways to circumvent imposed sanctions and to deliver goods and services to the sanctioned markets through a variety of means, including offshoring, nearshoring, and, most importantly, friendshoring. There has been a notable increase in these shoring phenomena, especially in the context of global disruptions, including the COVID-19 pandemic, the United States and China trade conflicts, and sanctions related to the Russia–Ukraine War. This study offers a rich account of how organizations overcome economic sanctions that lead to restrictions in trade among trading partners. After holding in-depth interviews with representatives from 44 organizations involved in trade in nine imposing, intermediary, and targeted countries, we synthesized six main friendshoring strategies often used in instances where sanctions are imposed. We end by offering prescriptive guidance for managers whose companies face difficult shoring decisions because of sanctions.
{"title":"Leveraging friendshoring in response to sanctions: Essential insights for global managers","authors":"Anton Klarin , Sergey Sosnovskikh","doi":"10.1016/j.bushor.2024.10.002","DOIUrl":"10.1016/j.bushor.2024.10.002","url":null,"abstract":"<div><div><span>As the world has become increasingly hostile and politicized, sanctions have become an often-used tool for enforcing global rules. Nevertheless, organizations engaged in international trade<span> have found ways to circumvent imposed sanctions and to deliver goods and services to the sanctioned markets through a variety of means, including offshoring, nearshoring, and, most importantly, friendshoring. There has been a notable increase in these shoring phenomena, especially in the context of global disruptions, including the COVID-19 pandemic, the United States and China trade conflicts, and sanctions related to the Russia–Ukraine War. This study offers a rich account of how organizations overcome </span></span>economic sanctions<span> that lead to restrictions in trade among trading partners. After holding in-depth interviews with representatives from 44 organizations involved in trade in nine imposing, intermediary, and targeted countries, we synthesized six main friendshoring strategies often used in instances where sanctions are imposed. We end by offering prescriptive guidance for managers whose companies face difficult shoring decisions because of sanctions.</span></div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 673-685"},"PeriodicalIF":7.0,"publicationDate":"2024-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890688","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-28DOI: 10.1016/j.bushor.2024.09.004
Daniel Laufer
{"title":"The challenges of managing two crises simultaneously: An interview with Tony Clifford, managing director of Pan Pac Forest Products Ltd","authors":"Daniel Laufer","doi":"10.1016/j.bushor.2024.09.004","DOIUrl":"10.1016/j.bushor.2024.09.004","url":null,"abstract":"","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 545-549"},"PeriodicalIF":7.0,"publicationDate":"2024-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-21DOI: 10.1016/j.bushor.2024.09.003
Martin Gonzalez-Cabello , Auyon Siddiq , Charles J. Corbett , Catherine Hu
The vast quantities of data required to build artificial intelligence (AI) technologies are often annotated and processed manually, making human labor a critical component of the AI supply chain. The workers who input this data are sourced through digital labor (“crowdwork”) platforms that often are unregulated and offer low wages, raising concerns about labor standards in AI development. Using the results of a survey, this article aims to shed light on the experiences and perceptions of fair treatment among workers in the AI supply chain. The study reveals significant variability in workers’ experiences, identifies potential drivers of fairness, and highlights how design choices by labor platforms can significantly affect worker welfare. Drawing on lessons from physical supply chains, this article offers practical guidance to managers on how to enhance worker welfare within the AI supply chain and how to ensure that AI technologies are responsibly sourced.
{"title":"Fairness in crowdwork: Making the human AI supply chain more humane","authors":"Martin Gonzalez-Cabello , Auyon Siddiq , Charles J. Corbett , Catherine Hu","doi":"10.1016/j.bushor.2024.09.003","DOIUrl":"10.1016/j.bushor.2024.09.003","url":null,"abstract":"<div><div>The vast quantities of data required to build artificial intelligence (AI) technologies are often annotated and processed manually, making human labor a critical component of the AI supply chain. The workers who input this data are sourced through digital labor (“crowdwork”) platforms that often are unregulated and offer low wages, raising concerns about labor standards in AI development. Using the results of a survey, this article aims to shed light on the experiences and perceptions of fair treatment among workers in the AI supply chain. The study reveals significant variability in workers’ experiences, identifies potential drivers of fairness, and highlights how design choices by labor platforms can significantly affect worker welfare. Drawing on lessons from physical supply chains, this article offers practical guidance to managers on how to enhance worker welfare within the AI supply chain and how to ensure that AI technologies are responsibly sourced.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 645-657"},"PeriodicalIF":7.0,"publicationDate":"2024-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890237","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We develop a comprehensive business–data-science alignment model for deriving business value from data-science initiatives, thus assisting business organizations in transforming digitally. With a purposive sample of 13 data science leaders employed as C-level executives, we conducted semistructured interviews to unfold their data-science journeys. Our study extends the findings from recent literature on the alignment between business and information technology to data-science initiatives. The alignment dimensions and their components are extracted through the interview transcripts using a general inductive approach. We propose a business–data-science alignment model as a dynamic and iterative process in which the data-science initiatives are shaped while aligning with intellectual, operational, social, cultural, and societal dimensions to derive business value. The five most relevant components represent each of these alignment dimensions. The study emphasizes the groundwork to be done before investing in data-science endeavors by capturing the findings from the literature and the wisdom of practitioners. With the proposed data-science alignment framework, our study offers ways to shape data-science projects by guiding business executives in achieving business value.
{"title":"Data science and business value: Insight into the alignment process","authors":"Rajesh Chidananda Reddy , Debasisha Mishra , D.P. Goyal , Nripendra P. Rana","doi":"10.1016/j.bushor.2024.09.002","DOIUrl":"10.1016/j.bushor.2024.09.002","url":null,"abstract":"<div><div><span>We develop a comprehensive business–data-science alignment model for deriving business value from data-science initiatives, thus assisting business organizations in transforming digitally. With a purposive sample of 13 </span>data science<span> leaders employed as C-level executives, we conducted semistructured interviews<span> to unfold their data-science journeys. Our study extends the findings from recent literature on the alignment between business and information technology to data-science initiatives. The alignment dimensions and their components are extracted through the interview transcripts using a general inductive approach. We propose a business–data-science alignment model as a dynamic and iterative process in which the data-science initiatives are shaped while aligning with intellectual, operational, social, cultural, and societal dimensions to derive business value. The five most relevant components represent each of these alignment dimensions. The study emphasizes the groundwork to be done before investing in data-science endeavors by capturing the findings from the literature and the wisdom of practitioners. With the proposed data-science alignment framework, our study offers ways to shape data-science projects by guiding business executives in achieving business value.</span></span></div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 659-672"},"PeriodicalIF":7.0,"publicationDate":"2024-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-07DOI: 10.1016/j.bushor.2024.09.001
Timothy L. Fort , John Katsos , Jason Miklian
{"title":"Business and Peace, Part I: Insights from the first 20 years of B+P scholarship","authors":"Timothy L. Fort , John Katsos , Jason Miklian","doi":"10.1016/j.bushor.2024.09.001","DOIUrl":"10.1016/j.bushor.2024.09.001","url":null,"abstract":"","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 663-669"},"PeriodicalIF":5.8,"publicationDate":"2024-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142249987","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-23DOI: 10.1016/S0007-6813(24)00097-1
{"title":"Inside front cover - ed board","authors":"","doi":"10.1016/S0007-6813(24)00097-1","DOIUrl":"10.1016/S0007-6813(24)00097-1","url":null,"abstract":"","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 5","pages":"Page IFC"},"PeriodicalIF":5.8,"publicationDate":"2024-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0007681324000971/pdfft?md5=7721505ef3e7c5feb2bfdcde79346491&pid=1-s2.0-S0007681324000971-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142044866","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-14DOI: 10.1016/j.bushor.2024.08.007
Camilla Lemons , Kayleigh Hudson , Matthew J. Mazzei
In today’s hypercompetitive markets, most sectors are saturated with competitors, making it more important than ever for companies to generate unique value for stakeholders. Companies are increasingly and purposefully crafting customer experiences as a means to create such value and to establish competitive advantage. Although for-profits have been quick to adopt the practice of experience design (XD) in developing meaningful experiences and interactions, nonprofit entities have been slow to follow. XD is an integrated and strategic operational approach that creates relevant value for stakeholders of an organization by designing customizable yet consistent brand experiences. The failure to embrace and adopt XD is a missed opportunity for nonprofits. While a well-crafted experience offers a supplemental value for the products and services of for-profit firms, experiences provide a fundamental and exceptional source of value for nonprofit organizations. Thoughtful XD offers the potential to establish trust, improve connectivity, build loyalty, and boost relevance with a diverse set of stakeholders, including donors, employees, and strategic partners. Successful outcomes of well-executed XD at nonprofit organizations include increased donor retention rates, larger financial resource pools, and enhanced societal impact. Our work outlines key principles for implementing XD and equips resource-constrained nonprofits in implementing XD at low cost.
{"title":"Experience design: Creating value for nonprofits","authors":"Camilla Lemons , Kayleigh Hudson , Matthew J. Mazzei","doi":"10.1016/j.bushor.2024.08.007","DOIUrl":"10.1016/j.bushor.2024.08.007","url":null,"abstract":"<div><div>In today’s hypercompetitive markets, most sectors are saturated with competitors, making it more important than ever for companies to generate unique value for stakeholders. Companies are increasingly and purposefully crafting customer experiences as a means to create such value and to establish competitive advantage. Although for-profits have been quick to adopt the practice of experience design (XD) in developing meaningful experiences and interactions, nonprofit entities have been slow to follow. XD is an integrated and strategic operational approach that creates relevant value for stakeholders of an organization by designing customizable yet consistent brand experiences. The failure to embrace and adopt XD is a missed opportunity for nonprofits. While a well-crafted experience offers a supplemental value for the products and services of for-profit firms, experiences provide a fundamental and exceptional source of value for nonprofit organizations<span>. Thoughtful XD offers the potential to establish trust, improve connectivity, build loyalty, and boost relevance with a diverse set of stakeholders, including donors, employees, and strategic partners. Successful outcomes of well-executed XD at nonprofit organizations include increased donor retention rates, larger financial resource pools, and enhanced societal impact. Our work outlines key principles for implementing XD and equips resource-constrained nonprofits in implementing XD at low cost.</span></div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 627-643"},"PeriodicalIF":7.0,"publicationDate":"2024-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-08DOI: 10.1016/j.bushor.2024.08.006
Anish Dave , Aditya Simha , Lazarina Topuzova
Peacemaking and peacebuilding are two major peace initiatives in the business-for-peace literature. In this article, we examine case studies involving two American businessmen, Elon Musk and Armand Hammer, who attempted peacemaking and peacebuilding, respectively. We selected the two cases to see how their peace initiatives fared against the boundaries of international relations, specifically the concepts of international law—in Musk’s case—and international society—in Hammer’s case. Our analysis shows that both businessmen were constrained in their peace goals by the realities of international relations. We also argue that peace initiatives by businesspersons require transforming leadership with a moral imagination, although moral leadership often poses difficult choices. Finally, our analysis supports the observation that businesspeople may be more effective in peacebuilding efforts than peacemaking, which is much more complex.
{"title":"Pursuit of peace by business leaders: Frontiers of international relations","authors":"Anish Dave , Aditya Simha , Lazarina Topuzova","doi":"10.1016/j.bushor.2024.08.006","DOIUrl":"10.1016/j.bushor.2024.08.006","url":null,"abstract":"<div><div>Peacemaking and peacebuilding are two major peace initiatives in the business-for-peace literature. In this article, we examine case studies involving two American businessmen, Elon Musk and Armand Hammer, who attempted peacemaking and peacebuilding, respectively. We selected the two cases to see how their peace initiatives fared against the boundaries of international relations, specifically the concepts of international law—in Musk’s case—and international society—in Hammer’s case. Our analysis shows that both businessmen were constrained in their peace goals by the realities of international relations. We also argue that peace initiatives by businesspersons require transforming leadership with a moral imagination, although moral leadership often poses difficult choices. Finally, our analysis supports the observation that businesspeople may be more effective in peacebuilding efforts than peacemaking, which is much more complex.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 769-782"},"PeriodicalIF":5.8,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142182459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-08DOI: 10.1016/j.bushor.2024.08.005
Christopher Williams
This article discusses how intangible subsidiary capital in multinational enterprises (MNEs) influences peacebuilding activities by subsidiaries operating in conflict zones. Intangible subsidiary capital includes human, social, and organizational capital that resides in the foreign subsidiaries of MNEs. I argue that these forms of capital represent intangible assets that enable the subsidiary to contribute to peace in conflict zones. They do this by facilitating a process of peace-initiative creation and execution that unfolds over time. This process is similar to entrepreneurial initative that is widely observed in subsidiaries of MNEs. The process differs from that of subsidiary initiatives due to its humanitarian purpose, as documented in the literature. The approach developed in this article provides a new way to analyze MNE subsidiary peacebuilding while giving the subsidiary initiative literature a new purpose in a conflict-ridden world. Implications for MNE management include the need to both understand and develop the different types of intangible subsidiary capital in subsidiaries operating in conflict zones so that local opportunities for peacebuilding can be identified and pursued successfully.
{"title":"Peacebuilding by MNE subsidiaries: The role of intangible capital and local initiative","authors":"Christopher Williams","doi":"10.1016/j.bushor.2024.08.005","DOIUrl":"10.1016/j.bushor.2024.08.005","url":null,"abstract":"<div><div>This article discusses how intangible subsidiary capital in multinational enterprises (MNEs) influences peacebuilding activities by subsidiaries operating in conflict zones. Intangible subsidiary capital includes human, social, and organizational capital that resides in the foreign subsidiaries of MNEs. I argue that these forms of capital represent intangible assets that enable the subsidiary to contribute to peace in conflict zones. They do this by facilitating a process of peace-initiative creation and execution that unfolds over time. This process is similar to entrepreneurial initative that is widely observed in subsidiaries of MNEs. The process differs from that of subsidiary initiatives due to its humanitarian purpose, as documented in the literature. The approach developed in this article provides a new way to analyze MNE subsidiary peacebuilding while giving the subsidiary initiative literature a new purpose in a conflict-ridden world. Implications for MNE management include the need to both understand and develop the different types of intangible subsidiary capital in subsidiaries operating in conflict zones so that local opportunities for peacebuilding can be identified and pursued successfully.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 711-725"},"PeriodicalIF":5.8,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142182456","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
扫码关注我们
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号