Pub Date : 2024-02-01DOI: 10.1177/00081256231225786
Dave Rochlin
Two organizations that focus on tech-based health innovation have partnered to improve the mental health of young adults. In this “tech for good” project, Hopelab and Grit Digital Health worked together to create an app using human-centered product design. With the core needs of users at the forefront, the team developed an app both with and for college students to combat loneliness, a prevalent issue that can lead to other problems such as depression, anxiety, and even dropping out of college. The team also applied systems thinking to address the root causes of this “wicked problem,” resulting in their Nod app, which has improved outcomes for college students. This article is based on the author’s award-winning case study.
两家专注于科技健康创新的组织合作改善年轻人的心理健康。在这个 "科技为善 "的项目中，Hopelab 和 Grit Digital Health 携手合作，采用以人为本的产品设计创建了一款应用程序。该团队以用户的核心需求为中心，与大学生共同开发了一款应用程序，以消除大学生的孤独感。孤独感是一个普遍存在的问题，它可能导致抑郁、焦虑甚至辍学等其他问题。该团队还运用系统思维来解决这一 "恶性问题 "的根源，最终开发出了 Nod 应用程序，改善了大学生的学习效果。本文基于作者的获奖案例研究。
{"title":"Hope and Grit: How Human-Centered Product Design Enhanced Student Mental Health","authors":"Dave Rochlin","doi":"10.1177/00081256231225786","DOIUrl":"https://doi.org/10.1177/00081256231225786","url":null,"abstract":"Two organizations that focus on tech-based health innovation have partnered to improve the mental health of young adults. In this “tech for good” project, Hopelab and Grit Digital Health worked together to create an app using human-centered product design. With the core needs of users at the forefront, the team developed an app both with and for college students to combat loneliness, a prevalent issue that can lead to other problems such as depression, anxiety, and even dropping out of college. The team also applied systems thinking to address the root causes of this “wicked problem,” resulting in their Nod app, which has improved outcomes for college students. This article is based on the author’s award-winning case study.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139884455","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}
Embedded with artificial empathy, artificial intelligence (AI) companions (ACs) can create, communicate, and deliver value to customers. This article analyzes current and emerging ACs in order to explore AI’s role in transforming customer journeys and establishing long-lasting customer relationships. It also identifies existing business challenges in developing user-AI companionship and offers a remedial strategy matrix. Purely functional or emotional capabilities lead to interest in the companion plummeting with time. The findings reveal the need to design holistic ACs with a hybrid of functional, emotional, and conversational capabilities to mitigate the uncanny valley problem.
{"title":"Empowering AI Companions for Enhanced Relationship Marketing","authors":"Rijul Chaturvedi, Sanjeev Verma, Vartika Srivastava","doi":"10.1177/00081256231215838","DOIUrl":"https://doi.org/10.1177/00081256231215838","url":null,"abstract":"Embedded with artificial empathy, artificial intelligence (AI) companions (ACs) can create, communicate, and deliver value to customers. This article analyzes current and emerging ACs in order to explore AI’s role in transforming customer journeys and establishing long-lasting customer relationships. It also identifies existing business challenges in developing user-AI companionship and offers a remedial strategy matrix. Purely functional or emotional capabilities lead to interest in the companion plummeting with time. The findings reveal the need to design holistic ACs with a hybrid of functional, emotional, and conversational capabilities to mitigate the uncanny valley problem.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2023-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138962680","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 : 2023-12-15DOI: 10.1177/00081256231213370
Peter Cappelli, Rocio Bonet, Monika Hamori
The leaders of business are a continued focus of interest in management research and in the broader society. Their attributes speak to social mobility, inequality, and who holds positions of power and influence in society. This article examines the attributes of the ten highest-ranked executives of the largest corporate enterprises in the United States—the Fortune 100—and compares how they have changed over the past 40 years, a period when many assumptions about businesses and the people who run them have changed. While there has been significant change in some areas, such as the increase in the proportion of women and foreign-born executives and the rise in outside hiring, there is no evidence of an increase in younger leaders who advance faster than their predecessors and spend an ever-shorter time with their employer. In fact, top executives now are as old as their peers were in the 1950s, and their tenure with their employer is rising.
{"title":"The Changing Ranks of Corporate Leaders","authors":"Peter Cappelli, Rocio Bonet, Monika Hamori","doi":"10.1177/00081256231213370","DOIUrl":"https://doi.org/10.1177/00081256231213370","url":null,"abstract":"The leaders of business are a continued focus of interest in management research and in the broader society. Their attributes speak to social mobility, inequality, and who holds positions of power and influence in society. This article examines the attributes of the ten highest-ranked executives of the largest corporate enterprises in the United States—the Fortune 100—and compares how they have changed over the past 40 years, a period when many assumptions about businesses and the people who run them have changed. While there has been significant change in some areas, such as the increase in the proportion of women and foreign-born executives and the rise in outside hiring, there is no evidence of an increase in younger leaders who advance faster than their predecessors and spend an ever-shorter time with their employer. In fact, top executives now are as old as their peers were in the 1950s, and their tenure with their employer is rising.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2023-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138999642","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 : 2023-12-13DOI: 10.1177/00081256231214816
Henry Mintzberg
Organizations dominate our lives, yet how well do we really understand them, and their differences? To get past the one-size-fits-all notion of organization design, this article presents four forms of organizations—the personal enterprise, the programmed machine, the professional assembly, and the project pioneer—each with its own way of managing and crafting strategy. Many organizations come remarkably close to one of these forms, while others can be understood as hybrids of them. Nevertheless, since organizations are made up of people, every one of us different, every single organization structure must be customized through a process of design doing.
{"title":"Four Forms That Fit Most Organizations","authors":"Henry Mintzberg","doi":"10.1177/00081256231214816","DOIUrl":"https://doi.org/10.1177/00081256231214816","url":null,"abstract":"Organizations dominate our lives, yet how well do we really understand them, and their differences? To get past the one-size-fits-all notion of organization design, this article presents four forms of organizations—the personal enterprise, the programmed machine, the professional assembly, and the project pioneer—each with its own way of managing and crafting strategy. Many organizations come remarkably close to one of these forms, while others can be understood as hybrids of them. Nevertheless, since organizations are made up of people, every one of us different, every single organization structure must be customized through a process of design doing.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139005905","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 : 2023-11-30DOI: 10.1177/00081256231211020
Vegard Kolbjørnsrud
This article presents principles and practical guidelines for how managers can succeed in growing the intelligence of their organizations by harnessing the complementary strengths of humans and artificial intelligence (AI). Organizational intelligence is the ability of collectives of intelligent human and digital actors to solve problems and adapt. Six principles for human-AI collaboration in organizations are explored—addition, relevance, substitution, diversity, collaboration, and explanation—and how they play out in leading organizations is discussed. Finally, practical guidelines are outlined for how leaders can enable their organizations to successfully make the change.
{"title":"Designing the Intelligent Organization: SIX PRINCIPLES FOR HUMAN-AI COLLABORATION","authors":"Vegard Kolbjørnsrud","doi":"10.1177/00081256231211020","DOIUrl":"https://doi.org/10.1177/00081256231211020","url":null,"abstract":"This article presents principles and practical guidelines for how managers can succeed in growing the intelligence of their organizations by harnessing the complementary strengths of humans and artificial intelligence (AI). Organizational intelligence is the ability of collectives of intelligent human and digital actors to solve problems and adapt. Six principles for human-AI collaboration in organizations are explored—addition, relevance, substitution, diversity, collaboration, and explanation—and how they play out in leading organizations is discussed. Finally, practical guidelines are outlined for how leaders can enable their organizations to successfully make the change.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2023-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139200728","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 : 2023-09-29DOI: 10.1177/00081256231202266
Juan Du, Bo Bernhard Nielsen, Catherine Welch
Initially making its name as the backbone technology of Bitcoin, blockchain has been referred to as a distributed ledger, public database, Internet of value, digital infrastructure, network, and platform. Compared with fluctuating cryptocurrency and non-fungible token (NFT) markets, applications of blockchain technology in more diverse business scenarios have received less attention. By analyzing 16 international business use cases under eight categories of blockchain-based solutions, this article offers a contextualized understanding of the potential for blockchain to become a general-purpose technology (GPT). It discusses how the extensiveness, evolvability, and enabling (3Es) aspects of blockchain influence the value, vision, and viability (3Vs) required for successful real-world applications. The article discusses how firms can draw on lessons from failed cases and good practices of existing cases to enhance the 3Vs for blockchain adoption.
{"title":"From Buzzword to Biz World: R<scp>ealizing</scp> B<scp>lockchain’s</scp> P<scp>otential in the</scp> I<scp>nternational</scp> B<scp>usiness</scp> C<scp>ontext</scp>","authors":"Juan Du, Bo Bernhard Nielsen, Catherine Welch","doi":"10.1177/00081256231202266","DOIUrl":"https://doi.org/10.1177/00081256231202266","url":null,"abstract":"Initially making its name as the backbone technology of Bitcoin, blockchain has been referred to as a distributed ledger, public database, Internet of value, digital infrastructure, network, and platform. Compared with fluctuating cryptocurrency and non-fungible token (NFT) markets, applications of blockchain technology in more diverse business scenarios have received less attention. By analyzing 16 international business use cases under eight categories of blockchain-based solutions, this article offers a contextualized understanding of the potential for blockchain to become a general-purpose technology (GPT). It discusses how the extensiveness, evolvability, and enabling (3Es) aspects of blockchain influence the value, vision, and viability (3Vs) required for successful real-world applications. The article discusses how firms can draw on lessons from failed cases and good practices of existing cases to enhance the 3Vs for blockchain adoption.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135199679","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 : 2023-09-27DOI: 10.1177/00081256231200656
Kuchi Sanchita, Sumeet Gupta
Once scaled, online platforms reconfigure value to remain competitive. Reconfiguration in online platforms may take a different form than in pipelines, as online platforms are intermediaries that generate network effects among the sides they connect. They also face stiff competition from other spheres due to lower barriers to entry. Why and how do online platforms reconfigure value? By examining 13 Indian online platforms that have achieved a certain level of success (such as tipped markets, investor confidence, or profitability), this article offers four strategies for reconfiguring online platforms: enhance interactions, enhance capabilities, offer new services, and nurture new transactions.
{"title":"Strategies for Value Reconfiguration in Online Platforms","authors":"Kuchi Sanchita, Sumeet Gupta","doi":"10.1177/00081256231200656","DOIUrl":"https://doi.org/10.1177/00081256231200656","url":null,"abstract":"Once scaled, online platforms reconfigure value to remain competitive. Reconfiguration in online platforms may take a different form than in pipelines, as online platforms are intermediaries that generate network effects among the sides they connect. They also face stiff competition from other spheres due to lower barriers to entry. Why and how do online platforms reconfigure value? By examining 13 Indian online platforms that have achieved a certain level of success (such as tipped markets, investor confidence, or profitability), this article offers four strategies for reconfiguring online platforms: enhance interactions, enhance capabilities, offer new services, and nurture new transactions.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135539179","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 : 2023-09-19DOI: 10.1177/00081256231197445
Konstantin Hopf, Oliver Müller, Arisa Shollo, Tiemo Thiess
Recent years have brought major technological breakthroughs in artificial intelligence (AI), and firms are expected to invest nearly $98 B in 2023. However, many AI projects never leave the pilot phase, and many companies have difficulties extracting value from their AI initiatives. To explain this contradiction, this article reports on a study of 55 projects implementing AI in organizations. It shows that organizational challenges in implementing AI projects are a result of a paradoxical tension created by two different perspectives on data science work: craft and mechanical work. Executives, managers, and data scientists should actively manage this tension to enable and sustain value creation through AI.
{"title":"Organizational Implementation of AI: <scp>Craft and Mechanical Work</scp>","authors":"Konstantin Hopf, Oliver Müller, Arisa Shollo, Tiemo Thiess","doi":"10.1177/00081256231197445","DOIUrl":"https://doi.org/10.1177/00081256231197445","url":null,"abstract":"Recent years have brought major technological breakthroughs in artificial intelligence (AI), and firms are expected to invest nearly $98 B in 2023. However, many AI projects never leave the pilot phase, and many companies have difficulties extracting value from their AI initiatives. To explain this contradiction, this article reports on a study of 55 projects implementing AI in organizations. It shows that organizational challenges in implementing AI projects are a result of a paradoxical tension created by two different perspectives on data science work: craft and mechanical work. Executives, managers, and data scientists should actively manage this tension to enable and sustain value creation through AI.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135064118","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 : 2023-09-15DOI: 10.1177/00081256231199263
Julian Birkinshaw
A perennial challenge for executives in established firms is deciding how and when to respond to emerging technologies. This article demonstrates that the way emerging technologies play out in established industries differs according to how the business system is affected. Some have primarily a supply-side effect (on how a firm in the industry creates its product), while others have a primarily demand-side effect (on how users consume the product). Supply-side effects play out over relatively long periods of time in a predictable way, with incumbent firms executing similar strategies though at different speeds. Demand-side effects are faster-acting and more volatile, with incumbents often experimenting with a range of different business models as they seek a viable way forward in a changing market. By understanding these important differences between supply-side and demand-side effects and being able to anticipate the typical patterns of responses from incumbents, executives can make better choices in how and when to invest in emerging technologies.
{"title":"How Incumbent Firms Respond to Emerging Technologies: <scp>Comparing Supply-Side and Demand-Side Effects</scp>","authors":"Julian Birkinshaw","doi":"10.1177/00081256231199263","DOIUrl":"https://doi.org/10.1177/00081256231199263","url":null,"abstract":"A perennial challenge for executives in established firms is deciding how and when to respond to emerging technologies. This article demonstrates that the way emerging technologies play out in established industries differs according to how the business system is affected. Some have primarily a supply-side effect (on how a firm in the industry creates its product), while others have a primarily demand-side effect (on how users consume the product). Supply-side effects play out over relatively long periods of time in a predictable way, with incumbent firms executing similar strategies though at different speeds. Demand-side effects are faster-acting and more volatile, with incumbents often experimenting with a range of different business models as they seek a viable way forward in a changing market. By understanding these important differences between supply-side and demand-side effects and being able to anticipate the typical patterns of responses from incumbents, executives can make better choices in how and when to invest in emerging technologies.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135438542","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 : 2023-08-30DOI: 10.1177/00081256231193467
Peter Zámborský, Z. J. Yan, Snejina Michailova, Vincent Zhuang
This article discusses how Chinese multinational enterprises internationalize in an era of increasingly fractured globalization. It introduces new perspectives that identify and describe four strategic pathways these multinationals employ while acquiring strategic assets and building and leveraging capabilities to increase value from their international presence. The pathways—bouncing up, down, sideways, and back—depend on the multinationals’ strategies and the evolution of their internationalization. The pathways are distinct yet intertwined and influenced by powerful non-market forces, including geopolitical tensions (U.S.-China rivalry in particular) and Chinese domestic regulatory intervention. These dynamics manifest themselves in globalization, de-globalization, and re-globalization shifts.
{"title":"Chinese Multinationals’ Internationalization Strategies: New Realities, New Pathways","authors":"Peter Zámborský, Z. J. Yan, Snejina Michailova, Vincent Zhuang","doi":"10.1177/00081256231193467","DOIUrl":"https://doi.org/10.1177/00081256231193467","url":null,"abstract":"This article discusses how Chinese multinational enterprises internationalize in an era of increasingly fractured globalization. It introduces new perspectives that identify and describe four strategic pathways these multinationals employ while acquiring strategic assets and building and leveraging capabilities to increase value from their international presence. The pathways—bouncing up, down, sideways, and back—depend on the multinationals’ strategies and the evolution of their internationalization. The pathways are distinct yet intertwined and influenced by powerful non-market forces, including geopolitical tensions (U.S.-China rivalry in particular) and Chinese domestic regulatory intervention. These dynamics manifest themselves in globalization, de-globalization, and re-globalization shifts.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49216318","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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