Pub Date : 2024-03-07DOI: 10.1177/00081256241231832
Vijaya Sunder M, Siddhartha Modukuri
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.
{"title":"Essential Capabilities for Successful Digital Service Innovation at the Bottom of the Pyramid","authors":"Vijaya Sunder M, Siddhartha Modukuri","doi":"10.1177/00081256241231832","DOIUrl":"https://doi.org/10.1177/00081256241231832","url":null,"abstract":"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.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"117 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140064346","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":" 12","pages":""},"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":"104 10","pages":""},"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":"62 8","pages":""},"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":"29 1","pages":""},"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 : 2023-10-01Epub Date: 2023-07-17DOI: 10.1016/j.microc.2023.109088
Md Harun Or Roshid, Michael Moraskie, Gregory O'Connor, Emre Dikici, Jean-Marc Zingg, Sapna Deo, Leonidas G Bachas, Sylvia Daunert
A portable, field deployable whole-cell biosensor was developed that can withstand the complex matrices of soil and requires minimal to no sample preparation to monitor bioavailable concentrations of the essential micronutrient copper (II). Conventional measurement of micronutrients is often complex, laboratory-based, and not suitable for monitoring their bioavailable concentration. To address this need, we developed a fluorescence based microbial whole-cell biosensing (MWCB) system encoding for a Cu2+-responsive protein capable of generating a signal upon binding to Cu2+. The sensing-reporting protein was designed by performing circular permutation on the green fluorescent protein (GFP) followed by insertion of a Cu2+ binding motif into the structure of GFP. The design included insertion of several binding motifs and creating plasmids that encoded the corresponding sensing proteins. The signal generated by the sensing-reporting protein is directly proportional to the concentration of Cu2+ in the sample. Evaluation of the resulting biosensing systems carrying these plasmids was performed prior to selection of the optimal fluorescence emitting Cu2+-binding protein. The resulting optimized biosensing system was encapsulated in polyacrylate-alginate beads and embedded in soil for detection of the analyte. Once exposed to the soil, the beads were interrogated to measure the fluorescence signal emitted by the sensing-reporting protein using a portable imaging device. The biosensor was optimized for detection of Cu2+ in terms of selectivity, sensitivity, matrix effects, detection limits, and reproducibility in both liquid and soil matrices. The limit of detection (LoD) of the optimized encapsulated biosensor was calculated as 0.27 mg/L and 1.26 mg/kg of Cu2+ for Cu2+ in solution and soil, respectively. Validation of the portable imaging tools as a potential biosensing device in the field was performed.
{"title":"A Portable, Encapsulated Microbial Whole-Cell Biosensing System for the Detection of Bioavailable Copper (II) in Soil.","authors":"Md Harun Or Roshid, Michael Moraskie, Gregory O'Connor, Emre Dikici, Jean-Marc Zingg, Sapna Deo, Leonidas G Bachas, Sylvia Daunert","doi":"10.1016/j.microc.2023.109088","DOIUrl":"10.1016/j.microc.2023.109088","url":null,"abstract":"<p><p>A portable, field deployable whole-cell biosensor was developed that can withstand the complex matrices of soil and requires minimal to no sample preparation to monitor bioavailable concentrations of the essential micronutrient copper (II). Conventional measurement of micronutrients is often complex, laboratory-based, and not suitable for monitoring their bioavailable concentration. To address this need, we developed a fluorescence based microbial whole-cell biosensing (MWCB) system encoding for a Cu<sup>2+</sup>-responsive protein capable of generating a signal upon binding to Cu<sup>2+</sup>. The sensing-reporting protein was designed by performing circular permutation on the green fluorescent protein (GFP) followed by insertion of a Cu<sup>2+</sup> binding motif into the structure of GFP. The design included insertion of several binding motifs and creating plasmids that encoded the corresponding sensing proteins. The signal generated by the sensing-reporting protein is directly proportional to the concentration of Cu<sup>2+</sup> in the sample. Evaluation of the resulting biosensing systems carrying these plasmids was performed prior to selection of the optimal fluorescence emitting Cu<sup>2+</sup>-binding protein. The resulting optimized biosensing system was encapsulated in polyacrylate-alginate beads and embedded in soil for detection of the analyte. Once exposed to the soil, the beads were interrogated to measure the fluorescence signal emitted by the sensing-reporting protein using a portable imaging device. The biosensor was optimized for detection of Cu<sup>2+</sup> in terms of selectivity, sensitivity, matrix effects, detection limits, and reproducibility in both liquid and soil matrices. The limit of detection (LoD) of the optimized encapsulated biosensor was calculated as 0.27 mg/L and 1.26 mg/kg of Cu<sup>2+</sup> for Cu<sup>2+</sup> in solution and soil, respectively. Validation of the portable imaging tools as a potential biosensing device in the field was performed.</p>","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"45 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10655828/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91082372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"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 : 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":"10 1","pages":"0"},"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":"76 1","pages":"0"},"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":"41 1","pages":"0"},"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":"120 1","pages":"0"},"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}
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