Pub Date : 2021-05-01DOI: 10.1177/00081256211007584
D. Teece
Whether it’s mobile phones or autonomous cars or telemedicine, a well-functioning robust 5G ecosystem will require licensing executives to have a deep understanding of the need for timely licensing to support technology development and adoption. It is important that the parties to patent licensing agreements understand that value doesn’t depend on the numerosity of patent portfolios, but on use value. The ecosystem is impaired when parties to licensing transactions are recalcitrant and advance bogus indicia of value. The 5G stakes are sufficiently high that top management oversight is likely required.
{"title":"Technological Leadership and 5G Patent Portfolios: Guiding Strategic Policy and Licensing Decisions","authors":"D. Teece","doi":"10.1177/00081256211007584","DOIUrl":"https://doi.org/10.1177/00081256211007584","url":null,"abstract":"Whether it’s mobile phones or autonomous cars or telemedicine, a well-functioning robust 5G ecosystem will require licensing executives to have a deep understanding of the need for timely licensing to support technology development and adoption. It is important that the parties to patent licensing agreements understand that value doesn’t depend on the numerosity of patent portfolios, but on use value. The ecosystem is impaired when parties to licensing transactions are recalcitrant and advance bogus indicia of value. The 5G stakes are sufficiently high that top management oversight is likely required.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"5 - 34"},"PeriodicalIF":10.0,"publicationDate":"2021-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/00081256211007584","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44880102","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-09DOI: 10.1177/00081256211005497
Bernhard Lingens, Maximilian Böger, O. Gassmann
Contrary to existing literature, startups can be successful orchestrators of ecosystems. Based on nine qualitative case studies, this article introduces four archetypes that shed light on how a startup can fulfill the tasks of an orchestrator and overcome challenges. The findings identify dimensions of standardization/customization and sources of value creation as defining the role of ecosystem orchestrators and demonstrate the consequences for small and medium-sized enterprises (SMEs), corporates, investors, and accelerators involved in such ecosystems.
{"title":"Even a Small Conductor Can Lead a Large Orchestra: How Startups Orchestrate Ecosystems","authors":"Bernhard Lingens, Maximilian Böger, O. Gassmann","doi":"10.1177/00081256211005497","DOIUrl":"https://doi.org/10.1177/00081256211005497","url":null,"abstract":"Contrary to existing literature, startups can be successful orchestrators of ecosystems. Based on nine qualitative case studies, this article introduces four archetypes that shed light on how a startup can fulfill the tasks of an orchestrator and overcome challenges. The findings identify dimensions of standardization/customization and sources of value creation as defining the role of ecosystem orchestrators and demonstrate the consequences for small and medium-sized enterprises (SMEs), corporates, investors, and accelerators involved in such ecosystems.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"118 - 143"},"PeriodicalIF":10.0,"publicationDate":"2021-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/00081256211005497","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46368102","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-07DOI: 10.1177/0008125621996502
N. N. Brueller, L. Capron
Facing constant pressures to grow, established firms increasingly harness external innovation by collaborating with and eventually acquiring startups. To succeed in their exit through acquisition, startup firms and incumbents have to master three steps (the “3 Cs”) that enhance the co-specialization with the acquirer: establishing the Complementarity of offerings, generating Customer endorsement, and attracting an acquirer executive Champion. Drawing on a multiple-case, inductive study of seven Israeli startup acquisitions completed by two acquirers from the information and communications technology (ICT) industry, this article illustrates the different approaches pursued by the startup firms and their acquirers to succeed in managing pre- and post-acquisition processes.
{"title":"Acquisitions of Startups by Incumbents: The 3 Cs of Co-Specialization from Startup Inception to Post-Merger Integration","authors":"N. N. Brueller, L. Capron","doi":"10.1177/0008125621996502","DOIUrl":"https://doi.org/10.1177/0008125621996502","url":null,"abstract":"Facing constant pressures to grow, established firms increasingly harness external innovation by collaborating with and eventually acquiring startups. To succeed in their exit through acquisition, startup firms and incumbents have to master three steps (the “3 Cs”) that enhance the co-specialization with the acquirer: establishing the Complementarity of offerings, generating Customer endorsement, and attracting an acquirer executive Champion. Drawing on a multiple-case, inductive study of seven Israeli startup acquisitions completed by two acquirers from the information and communications technology (ICT) industry, this article illustrates the different approaches pursued by the startup firms and their acquirers to succeed in managing pre- and post-acquisition processes.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"70 - 93"},"PeriodicalIF":10.0,"publicationDate":"2021-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125621996502","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42030491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-05DOI: 10.1177/0008125621996494
Benoit Decreton, Felipe Monteiro, Jean-Marc Frangos, L. Friedman
Startups in entrepreneurial ecosystems such as Silicon Valley constantly generate potentially disruptive technologies and business models. Consequently, multinational companies are finding it essential to be connected to the ecosystems where these opportunities are emerging, and many have opened “innovation outposts” in these locations. However, not many outposts succeed in effectively connecting their companies with these ecosystems. This article details why outposts often fail to become “effective brokers” and what companies should do for their outposts to deliver their full potential.
{"title":"Innovation Outposts in Entrepreneurial Ecosystems: How to Make Them More Successful","authors":"Benoit Decreton, Felipe Monteiro, Jean-Marc Frangos, L. Friedman","doi":"10.1177/0008125621996494","DOIUrl":"https://doi.org/10.1177/0008125621996494","url":null,"abstract":"Startups in entrepreneurial ecosystems such as Silicon Valley constantly generate potentially disruptive technologies and business models. Consequently, multinational companies are finding it essential to be connected to the ecosystems where these opportunities are emerging, and many have opened “innovation outposts” in these locations. However, not many outposts succeed in effectively connecting their companies with these ecosystems. This article details why outposts often fail to become “effective brokers” and what companies should do for their outposts to deliver their full potential.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"94 - 117"},"PeriodicalIF":10.0,"publicationDate":"2021-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125621996494","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48305668","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-05DOI: 10.1177/0008125621992583
S. Sia, P. Weill, Nila Zhang
Many organizations are embarking on digital transformation to be future-ready. However, there is a lack of conceptual clarity on the underlying design logic of a future-ready enterprise. A digitally transformed enterprise must be ready to respond to unpredictable dynamism and pervasive digitalization. Such an enterprise must incorporate the duality of exploitation and exploration as well as the fusion between business and technology into its organizational design. This article presents a framework based on the digital transformation journey of DBS Bank and draws new managerial insights for driving digital transformation strategically.
{"title":"Designing a Future-Ready Enterprise: The Digital Transformation of DBS Bank","authors":"S. Sia, P. Weill, Nila Zhang","doi":"10.1177/0008125621992583","DOIUrl":"https://doi.org/10.1177/0008125621992583","url":null,"abstract":"Many organizations are embarking on digital transformation to be future-ready. However, there is a lack of conceptual clarity on the underlying design logic of a future-ready enterprise. A digitally transformed enterprise must be ready to respond to unpredictable dynamism and pervasive digitalization. Such an enterprise must incorporate the duality of exploitation and exploration as well as the fusion between business and technology into its organizational design. This article presents a framework based on the digital transformation journey of DBS Bank and draws new managerial insights for driving digital transformation strategically.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"35 - 57"},"PeriodicalIF":10.0,"publicationDate":"2021-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125621992583","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41765677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-15DOI: 10.1177/0008125621992173
D. Moore
The leadership literature is replete with admonitions that successful leadership requires confidence. While that may be true, striving for greater confidence runs the risk of overconfidence. Overconfident leaders put themselves, their teams, and their organizations at risk. There are reasons to be skeptical that greater confidence improves performance, and substantial reasons to worry that greater confidence can undermine preparation. This article offers suggestions to avoid being fooled by overconfident charlatans. It also offers strategies for wise and honest leaders who would like to be both confident and truthful.
{"title":"Perfectly Confident Leadership","authors":"D. Moore","doi":"10.1177/0008125621992173","DOIUrl":"https://doi.org/10.1177/0008125621992173","url":null,"abstract":"The leadership literature is replete with admonitions that successful leadership requires confidence. While that may be true, striving for greater confidence runs the risk of overconfidence. Overconfident leaders put themselves, their teams, and their organizations at risk. There are reasons to be skeptical that greater confidence improves performance, and substantial reasons to worry that greater confidence can undermine preparation. This article offers suggestions to avoid being fooled by overconfident charlatans. It also offers strategies for wise and honest leaders who would like to be both confident and truthful.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"58 - 69"},"PeriodicalIF":10.0,"publicationDate":"2021-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125621992173","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45483251","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-01DOI: 10.1177/0008125620982663
D. Carney
Managers—whether they realize it or not—have a profound influence over how people they work with think and feel. This article presents ten nonverbal behaviors managers should (or should not) be doing, the science behind them, and the tools to start modifying them. The ten topics covered are: avoiding micro-aggressions, liking and valuing others, building trust and consensus, listening, resting “cranky face,” power, status, intelligence, deception, and how to leverage the “wisdom of the crowd” to better “read” others. Knowing these nonverbal strategies can potentially make managers more effective in their workplace.
{"title":"Ten Things Every Manager Should Know About Nonverbal Behavior","authors":"D. Carney","doi":"10.1177/0008125620982663","DOIUrl":"https://doi.org/10.1177/0008125620982663","url":null,"abstract":"Managers—whether they realize it or not—have a profound influence over how people they work with think and feel. This article presents ten nonverbal behaviors managers should (or should not) be doing, the science behind them, and the tools to start modifying them. The ten topics covered are: avoiding micro-aggressions, liking and valuing others, building trust and consensus, listening, resting “cranky face,” power, status, intelligence, deception, and how to leverage the “wisdom of the crowd” to better “read” others. Knowing these nonverbal strategies can potentially make managers more effective in their workplace.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"5 - 22"},"PeriodicalIF":10.0,"publicationDate":"2021-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125620982663","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47407877","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-08DOI: 10.1177/0008125620977487
Anne Gfrerer, Katja Hutter, J. Füller, Thomas Ströhle
Shared beliefs on digital readiness among management and employees are a precursor to successfully guide and implement organizational change. There is, however, little examination of how digital knowledge and skills are distributed among managers and employees, or whether their perceptions of digital readiness systematically differ. The findings of a survey of the banking industry reveal that, while there are similar perceptions of attitude and empowerment toward change, perceptions of individual readiness, competences, and innovation barriers differ significantly. This research advances the framework of change readiness toward digital readiness with theoretical as well as practical implications for digital transformation management.
{"title":"Ready or Not: Managers’ and Employees’ Different Perceptions of Digital Readiness","authors":"Anne Gfrerer, Katja Hutter, J. Füller, Thomas Ströhle","doi":"10.1177/0008125620977487","DOIUrl":"https://doi.org/10.1177/0008125620977487","url":null,"abstract":"Shared beliefs on digital readiness among management and employees are a precursor to successfully guide and implement organizational change. There is, however, little examination of how digital knowledge and skills are distributed among managers and employees, or whether their perceptions of digital readiness systematically differ. The findings of a survey of the banking industry reveal that, while there are similar perceptions of attitude and empowerment toward change, perceptions of individual readiness, competences, and innovation barriers differ significantly. This research advances the framework of change readiness toward digital readiness with theoretical as well as practical implications for digital transformation management.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"23 - 48"},"PeriodicalIF":10.0,"publicationDate":"2020-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125620977487","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42920079","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-01DOI: 10.1177/0008125620974435
Krithika Randhawa, J. West, K. Skellern, Emmanuel Josserand
While open innovation ecosystems allow a firm to harness external sources of value creation, these external ties can also constrain its ability to adapt its innovation strategy to pursue new opportunities. This article looks at how an incumbent firm approached such constraints, and used cognitive artifacts to transform its value chain into a collaborative ecosystem. It examines the case of a 3D printing-enabled shift to mass customization of orthopedic medical implants. The results demonstrate how firms can use artifacts to build a shared understanding across heterogeneous stakeholders as they explore and develop new open innovation models, and how this process can be managed flexibly to avoid adopting a locally (rather than globally) optimal strategy.
{"title":"Evolving a Value Chain to an Open Innovation Ecosystem: Cognitive Engagement of Stakeholders in Customizing Medical Implants","authors":"Krithika Randhawa, J. West, K. Skellern, Emmanuel Josserand","doi":"10.1177/0008125620974435","DOIUrl":"https://doi.org/10.1177/0008125620974435","url":null,"abstract":"While open innovation ecosystems allow a firm to harness external sources of value creation, these external ties can also constrain its ability to adapt its innovation strategy to pursue new opportunities. This article looks at how an incumbent firm approached such constraints, and used cognitive artifacts to transform its value chain into a collaborative ecosystem. It examines the case of a 3D printing-enabled shift to mass customization of orthopedic medical implants. The results demonstrate how firms can use artifacts to build a shared understanding across heterogeneous stakeholders as they explore and develop new open innovation models, and how this process can be managed flexibly to avoid adopting a locally (rather than globally) optimal strategy.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"101 - 134"},"PeriodicalIF":10.0,"publicationDate":"2020-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125620974435","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47486733","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-11-26DOI: 10.1177/0008125620973713
A. McGahan, M. Bogers, H. Chesbrough, Marcus Holgersson
Open innovation includes external knowledge sources and paths to market as complements to internal innovation processes. Open innovation has to date been driven largely by business objectives, but the imperative of social challenges has turned attention to the broader set of goals to which open innovation is relevant. This introduction discusses how open innovation can be deployed to address societal challenges—as well as the trade-offs and tensions that arise as a result. Against this background we introduce the articles published in this Special Section, which were originally presented at the sixth Annual World Open Innovation Conference.
{"title":"Tackling Societal Challenges with Open Innovation","authors":"A. McGahan, M. Bogers, H. Chesbrough, Marcus Holgersson","doi":"10.1177/0008125620973713","DOIUrl":"https://doi.org/10.1177/0008125620973713","url":null,"abstract":"Open innovation includes external knowledge sources and paths to market as complements to internal innovation processes. Open innovation has to date been driven largely by business objectives, but the imperative of social challenges has turned attention to the broader set of goals to which open innovation is relevant. This introduction discusses how open innovation can be deployed to address societal challenges—as well as the trade-offs and tensions that arise as a result. Against this background we introduce the articles published in this Special Section, which were originally presented at the sixth Annual World Open Innovation Conference.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"63 1","pages":"49 - 61"},"PeriodicalIF":10.0,"publicationDate":"2020-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/0008125620973713","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48253605","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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