Pub Date : 2025-01-24DOI: 10.1177/00081256241296915
Charles Baden-Fuller, John Blair, David Teece
Physical goods producers routinely collaborate with digital platforms to extend their distribution capabilities. They usually realize that digital platform firms differ from them in their strategies and capabilities, and that significant opportunities arise from innovating digital platforms being able to collect, analyze, and leverage behavioral customer data related to the consumption experience. However, collaborating with digital platforms is likely to put competitive pressure on the incumbent’s margins, and, in extremis, encourage entry by the platform into the incumbent’s business. These threats can be moderated by limiting access to the incumbent’s technology and supply chain, or by building an in-house digital platform.
{"title":"When Should Incumbent Consumer Goods Producers Ally with Digital Platforms?","authors":"Charles Baden-Fuller, John Blair, David Teece","doi":"10.1177/00081256241296915","DOIUrl":"https://doi.org/10.1177/00081256241296915","url":null,"abstract":"Physical goods producers routinely collaborate with digital platforms to extend their distribution capabilities. They usually realize that digital platform firms differ from them in their strategies and capabilities, and that significant opportunities arise from innovating digital platforms being able to collect, analyze, and leverage behavioral customer data related to the consumption experience. However, collaborating with digital platforms is likely to put competitive pressure on the incumbent’s margins, and, in extremis, encourage entry by the platform into the incumbent’s business. These threats can be moderated by limiting access to the incumbent’s technology and supply chain, or by building an in-house digital platform.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"98 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2025-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143030917","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 : 2024-12-30DOI: 10.1177/00081256241305815
William S. Harvey, Navdeep Arora, Graeme Currie, Dimitrios Spyridonidis
Drawing on data from white-collar inmates in a United States Federal Prison, this article explains what causes individuals to commit misconduct. Flawed intuition captures the consistent pattern of instinctive, muddled logic by individuals who are influenced by a toxic mix of individual behavioral triggers, organizational context, and the wider industry environment. Combined with limited reflection and/or discussion with others, flawed intuition captures how people cross legal lines owing to a system where factors at multiple levels are working in tandem. This article provides practical recommendations for what can be done to prevent it.
{"title":"Why Individuals Commit Professional Misconduct and What Leaders Can Do to Prevent It","authors":"William S. Harvey, Navdeep Arora, Graeme Currie, Dimitrios Spyridonidis","doi":"10.1177/00081256241305815","DOIUrl":"https://doi.org/10.1177/00081256241305815","url":null,"abstract":"Drawing on data from white-collar inmates in a United States Federal Prison, this article explains what causes individuals to commit misconduct. Flawed intuition captures the consistent pattern of instinctive, muddled logic by individuals who are influenced by a toxic mix of individual behavioral triggers, organizational context, and the wider industry environment. Combined with limited reflection and/or discussion with others, flawed intuition captures how people cross legal lines owing to a system where factors at multiple levels are working in tandem. This article provides practical recommendations for what can be done to prevent it.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"11 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142902017","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 : 2024-12-21DOI: 10.1177/00081256241300730
Oliver Buckley, Rachel Ashman, Michael Haenlein
This article investigates how livestreaming content can be integrated into influencer marketing to effectively engage Generation Z—a demographic increasingly wary of traditional marketing techniques. Livestreaming is an interactive marketing channel that enhances influencer credibility, audience engagement, and brand authenticity. Through a conceptual model, this article explores the core dynamics of livestream influencer marketing and introduces a framework to provide actionable managerial insights. The analysis highlights how livestreaming can revitalize the influencer marketing landscape by offering a more authentic and interactive avenue for brand promotion.
本文探讨了如何将直播内容整合到影响者营销中，以有效吸引 Z 世代--一个对传统营销技术越来越警惕的人群。直播是一种互动营销渠道，可增强影响者的可信度、受众参与度和品牌真实性。本文通过一个概念模型，探讨了直播影响者营销的核心动力，并介绍了一个框架，以提供可操作的管理见解。分析强调了直播如何通过提供更真实、互动性更强的品牌推广渠道来重振影响者营销格局。
{"title":"Leveraging Livestreaming to Enrich Influencer Marketing","authors":"Oliver Buckley, Rachel Ashman, Michael Haenlein","doi":"10.1177/00081256241300730","DOIUrl":"https://doi.org/10.1177/00081256241300730","url":null,"abstract":"This article investigates how livestreaming content can be integrated into influencer marketing to effectively engage Generation Z—a demographic increasingly wary of traditional marketing techniques. Livestreaming is an interactive marketing channel that enhances influencer credibility, audience engagement, and brand authenticity. Through a conceptual model, this article explores the core dynamics of livestream influencer marketing and introduces a framework to provide actionable managerial insights. The analysis highlights how livestreaming can revitalize the influencer marketing landscape by offering a more authentic and interactive avenue for brand promotion.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"14 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142869968","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 : 2024-12-21DOI: 10.1177/00081256241303182
Ann Harrison, Michele de Nevers, Katherine Baird
In an era of catastrophic climate change, businesses that are sustainable will be more likely to survive and thrive. The same is true of business schools. This article discusses different business school approaches to this transformation, touching on both successes and ongoing challenges. While its focus is on Berkeley Haas, it also draws on a 2022 benchmarking survey of other business schools. Mainstreaming sustainability education into the business school curriculum is not without its challenges, yet considerable progress has been made in mainstreaming sustainability into all aspects of business education.
{"title":"Transforming Business Education for Sustainability","authors":"Ann Harrison, Michele de Nevers, Katherine Baird","doi":"10.1177/00081256241303182","DOIUrl":"https://doi.org/10.1177/00081256241303182","url":null,"abstract":"In an era of catastrophic climate change, businesses that are sustainable will be more likely to survive and thrive. The same is true of business schools. This article discusses different business school approaches to this transformation, touching on both successes and ongoing challenges. While its focus is on Berkeley Haas, it also draws on a 2022 benchmarking survey of other business schools. Mainstreaming sustainability education into the business school curriculum is not without its challenges, yet considerable progress has been made in mainstreaming sustainability into all aspects of business education.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"24 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142869938","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 : 2024-12-14DOI: 10.1177/00081256241296897
Elizaveta Johansson, Johan Frishammar, Anna Brattström
To address climate change, firms are increasingly forming sustainability alliances. Pursuing sustainability via such alliances is challenging as it means working with multifaceted and not necessarily compatible goals. Moreover, it often requires collaboration among heterogeneous partners outside traditional industrial contexts as well as dealing with wicked problems. This article presents a multiple-case study of eight sustainability alliances in Sweden, identifying managerial challenges and solutions over three phases where such alliances unfold. It offers a framework, tailored to each phase, to help companies fulfill their goals by proactively addressing the challenges posed by the pursuit of sustainability through alliances.
{"title":"Managing Sustainability Alliances: A Goal-Directed Framework","authors":"Elizaveta Johansson, Johan Frishammar, Anna Brattström","doi":"10.1177/00081256241296897","DOIUrl":"https://doi.org/10.1177/00081256241296897","url":null,"abstract":"To address climate change, firms are increasingly forming sustainability alliances. Pursuing sustainability via such alliances is challenging as it means working with multifaceted and not necessarily compatible goals. Moreover, it often requires collaboration among heterogeneous partners outside traditional industrial contexts as well as dealing with wicked problems. This article presents a multiple-case study of eight sustainability alliances in Sweden, identifying managerial challenges and solutions over three phases where such alliances unfold. It offers a framework, tailored to each phase, to help companies fulfill their goals by proactively addressing the challenges posed by the pursuit of sustainability through alliances.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"45 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142820669","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 : 2024-10-21DOI: 10.1177/00081256241276553
Krithika Randhawa, Wim Vanhaverbeke, Paavo Ritala
Highly regulated industries such as healthcare can reap significant benefits from new digital technologies. However, due to institutional constraints, adopting such technologies is a slow and difficult process. Technology providers need to legitimize their underlying technologies to the customers and other stakeholders in the field. Drawing on multiple case studies in the healthcare industry, this article demonstrates how technology providers deploy two legitimizing practices: solution selling and issue selling. These activities lead to the emergence of open innovation ecosystems that help technology providers overcome adoption barriers.
{"title":"Legitimizing Digital Technologies in Open Innovation Ecosystems: Overcoming Adoption Barriers in Healthcare","authors":"Krithika Randhawa, Wim Vanhaverbeke, Paavo Ritala","doi":"10.1177/00081256241276553","DOIUrl":"https://doi.org/10.1177/00081256241276553","url":null,"abstract":"Highly regulated industries such as healthcare can reap significant benefits from new digital technologies. However, due to institutional constraints, adopting such technologies is a slow and difficult process. Technology providers need to legitimize their underlying technologies to the customers and other stakeholders in the field. Drawing on multiple case studies in the healthcare industry, this article demonstrates how technology providers deploy two legitimizing practices: solution selling and issue selling. These activities lead to the emergence of open innovation ecosystems that help technology providers overcome adoption barriers.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"210 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142486700","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 : 2024-10-11DOI: 10.1177/00081256241279334
Sigvald Harryson, Peter Lorange
This study explores the dynamics between the extremes of open innovation (OI)—from inclusive co-creation to exclusive vertical integration (VI). This analysis addresses the management issues of how Tesla and Porsche manage value capture and value distribution in the e-mobility industry through their contrasting approaches and strategic shifts between OI and VI. It develops a novel theoretical model juxtaposing the OI mode from open to closed with the value chain position from horizontal to vertical. Analyzing Tesla and Porsche’s strategic moves offers a paradigm shift for OI practitioners. Our model can enable enhanced value capture through greater openness and more inclusive value distribution through proactive inside-out strategies in core technology areas. Instead of positioning VI and OI as static polar extremes, a novel combination of VI and OI can realize untapped potential.
本研究探讨了开放式创新（OI）--从包容性共同创造到排他性垂直整合（VI）--两个极端之间的动态。该分析探讨了特斯拉和保时捷如何通过其截然不同的方法以及在开放式创新和纵向一体化之间的战略转变，管理电动汽车行业的价值获取和价值分配。分析建立了一个新颖的理论模型，将从开放到封闭的 OI 模式与从横向到纵向的价值链定位并列起来。分析特斯拉和保时捷的战略举措为开放式创新实践者提供了一种范式转变。我们的模式可以通过更大程度的开放来提高价值获取能力，并通过在核心技术领域采取由内而外的积极战略来实现更具包容性的价值分配。与其将VI和OI定位为静态的两极极端，VI和OI的新颖结合可以实现尚未开发的潜力。
{"title":"Vertical Integration versus Open Innovation? From Winner Takes it All to Winners Make it All","authors":"Sigvald Harryson, Peter Lorange","doi":"10.1177/00081256241279334","DOIUrl":"https://doi.org/10.1177/00081256241279334","url":null,"abstract":"This study explores the dynamics between the extremes of open innovation (OI)—from inclusive co-creation to exclusive vertical integration (VI). This analysis addresses the management issues of how Tesla and Porsche manage value capture and value distribution in the e-mobility industry through their contrasting approaches and strategic shifts between OI and VI. It develops a novel theoretical model juxtaposing the OI mode from open to closed with the value chain position from horizontal to vertical. Analyzing Tesla and Porsche’s strategic moves offers a paradigm shift for OI practitioners. Our model can enable enhanced value capture through greater openness and more inclusive value distribution through proactive inside-out strategies in core technology areas. Instead of positioning VI and OI as static polar extremes, a novel combination of VI and OI can realize untapped potential.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"13 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142415585","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 : 2024-10-08DOI: 10.1177/00081256241279326
Marcus Holgersson, Linus Dahlander, Henry Chesbrough, Marcel L. A. M. Bogers
Artificial intelligence (AI) can enhance, enable, or replace traditional open innovation (OI) practices, changing the scope and efficiency of both outside-in and inside-out OI. This article provides a comprehensive framework to analyze AI’s influence on OI, supported by illustrative examples, and outlines the key implications for organizations and researchers. The co-evolutionary relationship between AI and OI will be a central focus in both research and practice moving forward.
{"title":"Open Innovation in the Age of AI","authors":"Marcus Holgersson, Linus Dahlander, Henry Chesbrough, Marcel L. A. M. Bogers","doi":"10.1177/00081256241279326","DOIUrl":"https://doi.org/10.1177/00081256241279326","url":null,"abstract":"Artificial intelligence (AI) can enhance, enable, or replace traditional open innovation (OI) practices, changing the scope and efficiency of both outside-in and inside-out OI. This article provides a comprehensive framework to analyze AI’s influence on OI, supported by illustrative examples, and outlines the key implications for organizations and researchers. The co-evolutionary relationship between AI and OI will be a central focus in both research and practice moving forward.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"96 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142386287","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 : 2024-10-07DOI: 10.1177/00081256241277238
Wan Ri Ho, Nikolai Kazantsev, Torbjørn Netland
Disruptions often call for rapid innovation at scale. Open innovation (OI) is critical in such contexts because it allows organizations to access resources beyond the firm’s boundaries. Yet, many OI projects fail, posing significant risks during disruptions. This article examines 12 ventilator development projects during the COVID-19 pandemic, of which only seven succeeded. Fifty-five interviews were analyzed to understand how organizational roles influence the outcomes of OI projects in times of disruption. The key finding is that projects that succeeded involved an organizational role largely absent in those that failed: namely, a catalyst.
{"title":"The Critical Catalyst: Getting Open Innovation Projects Right in Times of Disruption","authors":"Wan Ri Ho, Nikolai Kazantsev, Torbjørn Netland","doi":"10.1177/00081256241277238","DOIUrl":"https://doi.org/10.1177/00081256241277238","url":null,"abstract":"Disruptions often call for rapid innovation at scale. Open innovation (OI) is critical in such contexts because it allows organizations to access resources beyond the firm’s boundaries. Yet, many OI projects fail, posing significant risks during disruptions. This article examines 12 ventilator development projects during the COVID-19 pandemic, of which only seven succeeded. Fifty-five interviews were analyzed to understand how organizational roles influence the outcomes of OI projects in times of disruption. The key finding is that projects that succeeded involved an organizational role largely absent in those that failed: namely, a catalyst.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"6 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142383721","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}
Open Innovation (OI) has become a key part of corporate strategy, and many firms have adopted dedicated organizational functions to leverage OI. However, current literature lacks insights into how firms deploy such functions and what they do. To address this issue, this article provides insights from interviews with senior managers in dedicated OI functions in 20 different firms. The findings reveal three ways that firms can employ these functions and the key practices for which they are responsible. Finally, dedicated OI functions can change over time as the firms’ OI capabilities mature.
{"title":"Beyond the Buzz: Unpacking the Forms and Practices of Dedicated Open Innovation Functions","authors":"Justyna Dąbrowska, Joona Keränen, Anne-Laure Mention","doi":"10.1177/00081256241276566","DOIUrl":"https://doi.org/10.1177/00081256241276566","url":null,"abstract":"Open Innovation (OI) has become a key part of corporate strategy, and many firms have adopted dedicated organizational functions to leverage OI. However, current literature lacks insights into how firms deploy such functions and what they do. To address this issue, this article provides insights from interviews with senior managers in dedicated OI functions in 20 different firms. The findings reveal three ways that firms can employ these functions and the key practices for which they are responsible. Finally, dedicated OI functions can change over time as the firms’ OI capabilities mature.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"6 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142383717","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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