Pub Date : 2022-11-01DOI: 10.1177/00081256221128766
R. Suddaby, R. Panwar
Corporate transparency is an aspirational ideal that is very difficult to achieve because organizations can never be completely transparent. As a result, effective management of transparency requires managers to carefully balance transparency with the need for secrecy. This article describes the complex nature of transparency and demonstrates how attempts to balance transparency with secrecy result in three different kinds of transparency—rationalized, ceremonial, and decontextualized. Effective transparency management requires managers to avoid simply dumping information, use new technology strategically, engage their audiences creatively, avoid overpromising and underdelivering, and attend carefully to how transparency is measured.
{"title":"On the Complexity of Managing Transparency","authors":"R. Suddaby, R. Panwar","doi":"10.1177/00081256221128766","DOIUrl":"https://doi.org/10.1177/00081256221128766","url":null,"abstract":"Corporate transparency is an aspirational ideal that is very difficult to achieve because organizations can never be completely transparent. As a result, effective management of transparency requires managers to carefully balance transparency with the need for secrecy. This article describes the complex nature of transparency and demonstrates how attempts to balance transparency with secrecy result in three different kinds of transparency—rationalized, ceremonial, and decontextualized. Effective transparency management requires managers to avoid simply dumping information, use new technology strategically, engage their audiences creatively, avoid overpromising and underdelivering, and attend carefully to how transparency is measured.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45536493","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 : 2022-10-05DOI: 10.1177/00081256221118117
Scott E. Sampson, R. B. Chase
Two strategic factors of any business are customer interaction (how close you are to your customers) and customer participation (how involved customers are in producing the offering). In recent years, we have seen companies increase interaction through servitization and increase customer participation through self-service technologies. Yet, more is not necessarily better. Too much customer interaction can destroy operating efficiencies. Too much customer participation can compromise quality and depersonalize service relationships. This article provides a framework for analyzing customer interaction and participation, including an outline of decision factors, with the goal of identifying optimal and sustainable positioning for any given offering.
{"title":"Optimizing Customer Involvement: How Close Should You Be to Your Customers?","authors":"Scott E. Sampson, R. B. Chase","doi":"10.1177/00081256221118117","DOIUrl":"https://doi.org/10.1177/00081256221118117","url":null,"abstract":"Two strategic factors of any business are customer interaction (how close you are to your customers) and customer participation (how involved customers are in producing the offering). In recent years, we have seen companies increase interaction through servitization and increase customer participation through self-service technologies. Yet, more is not necessarily better. Too much customer interaction can destroy operating efficiencies. Too much customer participation can compromise quality and depersonalize service relationships. This article provides a framework for analyzing customer interaction and participation, including an outline of decision factors, with the goal of identifying optimal and sustainable positioning for any given offering.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45736833","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 : 2022-09-22DOI: 10.1177/00081256221120692
J. Garst, K. Maas, J. Suijs
Materiality assessments play an important role in helping firms to select the environmental, social, and governance (ESG) topics to include in their sustainability report. This article presents the six main steps of materiality assessments, the methods used, and how the complexity, uncertainty, and evaluative nature of sustainability issues complicate them. This article draws two conclusions: the selected materiality perspective influences how the other steps are conducted, and assessment results should not only focus on selecting win-win scenarios, but also on “tensioned topics,” which indicate material societal impact but lack a business case.
{"title":"Materiality Assessment Is an Art, Not a Science: Selecting ESG Topics for Sustainability Reports","authors":"J. Garst, K. Maas, J. Suijs","doi":"10.1177/00081256221120692","DOIUrl":"https://doi.org/10.1177/00081256221120692","url":null,"abstract":"Materiality assessments play an important role in helping firms to select the environmental, social, and governance (ESG) topics to include in their sustainability report. This article presents the six main steps of materiality assessments, the methods used, and how the complexity, uncertainty, and evaluative nature of sustainability issues complicate them. This article draws two conclusions: the selected materiality perspective influences how the other steps are conducted, and assessment results should not only focus on selecting win-win scenarios, but also on “tensioned topics,” which indicate material societal impact but lack a business case.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49432665","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 : 2022-09-08DOI: 10.1177/00081256221118923
R. Kummitha
Research on prosocial entrepreneurship so far has focused either on ex-ante motives to create prosocial enterprises or on ex-post strategies to protect mission orientation. Surprisingly little is known about the prosocial entrepreneurial competences that help acquire resources to create blended value once a venture has been established. To fill this gap, this article presents a qualitative study in an Indian setting that shows how prosocial entrepreneurs adopt three types of competences to assemble resources when they establish their ventures.
{"title":"Blended Value Creation: The Mediating Role of Competences","authors":"R. Kummitha","doi":"10.1177/00081256221118923","DOIUrl":"https://doi.org/10.1177/00081256221118923","url":null,"abstract":"Research on prosocial entrepreneurship so far has focused either on ex-ante motives to create prosocial enterprises or on ex-post strategies to protect mission orientation. Surprisingly little is known about the prosocial entrepreneurial competences that help acquire resources to create blended value once a venture has been established. To fill this gap, this article presents a qualitative study in an Indian setting that shows how prosocial entrepreneurs adopt three types of competences to assemble resources when they establish their ventures.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44375877","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 : 2022-08-01DOI: 10.1177/00081256221109961
D. Teece, Asta Pundziene, Sohvi Heaton, M. Vadi
Multi-sided platforms (MSPs) are becoming increasingly important in contemporary economies. This special issue of California Management Review aims to stimulate collective discussion among researchers and practitioners on advancing diverse types of MSPs and on better understanding their future development. This article analyzes five contributions to this special issue and explores the growth trajectories of MSPs. There are three types of platforms: born-platform, platform-born adjacent, and incumbent-born. And they rely respectively on three market entry strategies: market creation, market broadening, and market deepening. This article also spotlights the coopetition dynamics of the platforms.
{"title":"Managing Multi-Sided Platforms: Platform Origins and Go-to-Market Strategy","authors":"D. Teece, Asta Pundziene, Sohvi Heaton, M. Vadi","doi":"10.1177/00081256221109961","DOIUrl":"https://doi.org/10.1177/00081256221109961","url":null,"abstract":"Multi-sided platforms (MSPs) are becoming increasingly important in contemporary economies. This special issue of California Management Review aims to stimulate collective discussion among researchers and practitioners on advancing diverse types of MSPs and on better understanding their future development. This article analyzes five contributions to this special issue and explores the growth trajectories of MSPs. There are three types of platforms: born-platform, platform-born adjacent, and incumbent-born. And they rely respectively on three market entry strategies: market creation, market broadening, and market deepening. This article also spotlights the coopetition dynamics of the platforms.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45235267","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 : 2022-08-01DOI: 10.1177/00081256221101657
Carmelo Cennamo, Pedro Oliveira, Leid Zejnilovic
Multisided platforms are new organizing forms that can boost innovation in the healthcare sector by empowering patients as innovators and facilitating the commercialization of innovations by and for patients. However, applying the playbook script for the platform model from other sectors may prove challenging given the distinctive nature of the healthcare services. Drawing on the case of a leading healthcare innovation platform in Europe, this article examines the platform’s role in identifying and enabling the development and diffusion of patient innovations. This involves three main roles (community organizer, market matchmaker, and innovation manager) and corresponding orchestration activities.
{"title":"Unlocking Innovation in Healthcare: The Case of the Patient Innovation Platform","authors":"Carmelo Cennamo, Pedro Oliveira, Leid Zejnilovic","doi":"10.1177/00081256221101657","DOIUrl":"https://doi.org/10.1177/00081256221101657","url":null,"abstract":"Multisided platforms are new organizing forms that can boost innovation in the healthcare sector by empowering patients as innovators and facilitating the commercialization of innovations by and for patients. However, applying the playbook script for the platform model from other sectors may prove challenging given the distinctive nature of the healthcare services. Drawing on the case of a leading healthcare innovation platform in Europe, this article examines the platform’s role in identifying and enabling the development and diffusion of patient innovations. This involves three main roles (community organizer, market matchmaker, and innovation manager) and corresponding orchestration activities.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46537576","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 : 2022-07-14DOI: 10.1177/00081256221107421
Junjie Zhou, X. Wan
In the traditional offline context, the mental health industry suffers from poor local demand and a lack of trustworthy supply. Emerging digital platforms can solve this problem to a large extent by building network effects. How to build network effects is a primary issue for mental health platforms. This article explores this problem by investigating two cases from China. Platform firms can design mechanisms to increase user scale, multiply user roles, facilitate user engagement, and enhance user trust on platforms. The pioneer platform and the later entrant can implement different strategies for building network effects.
{"title":"How to Build Network Effects on Online Platforms for Mental Health","authors":"Junjie Zhou, X. Wan","doi":"10.1177/00081256221107421","DOIUrl":"https://doi.org/10.1177/00081256221107421","url":null,"abstract":"In the traditional offline context, the mental health industry suffers from poor local demand and a lack of trustworthy supply. Emerging digital platforms can solve this problem to a large extent by building network effects. How to build network effects is a primary issue for mental health platforms. This article explores this problem by investigating two cases from China. Platform firms can design mechanisms to increase user scale, multiply user roles, facilitate user engagement, and enhance user trust on platforms. The pioneer platform and the later entrant can implement different strategies for building network effects.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45092131","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 : 2022-07-14DOI: 10.1177/00081256221107420
E. Anderson, H. Bhargava, J. Boehm, Geoffrey G. Parker
Many of the most successful firms—such as Alibaba, Google, and Uber—operate platforms. Electric vehicles (EVs) are platform goods as well because value comes from the vehicle plus complementary providers. Gasoline vehicles are also platform goods, but managers in the industry can ignore that because the refueling network is mature. However, temporal and structural differences in network effects for electric vehicles make it crucial for EV firms to incorporate platform strategies. This article explains these differences and outlines the key platform strategy decisions that EV firms need to make, including platform network coordination, launch, and openness.
{"title":"Electric Vehicles Are a Platform Business: What Firms Need to Know","authors":"E. Anderson, H. Bhargava, J. Boehm, Geoffrey G. Parker","doi":"10.1177/00081256221107420","DOIUrl":"https://doi.org/10.1177/00081256221107420","url":null,"abstract":"Many of the most successful firms—such as Alibaba, Google, and Uber—operate platforms. Electric vehicles (EVs) are platform goods as well because value comes from the vehicle plus complementary providers. Gasoline vehicles are also platform goods, but managers in the industry can ignore that because the refueling network is mature. However, temporal and structural differences in network effects for electric vehicles make it crucial for EV firms to incorporate platform strategies. This article explains these differences and outlines the key platform strategy decisions that EV firms need to make, including platform network coordination, launch, and openness.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44191865","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 : 2022-06-19DOI: 10.1177/00081256221099326
Asta Pundziene, T. Gutmann, Marc Schlichtner, D. Teece
During the last decade, MedTech companies started to invest in building digital healthcare platforms to maintain their competitiveness in the Digital Economy. However, launching a new digital platform business revealed several challenges that MedTech incumbents must overcome, including value impedance. This is caused by digital transformation gaps, which, when left unmanaged, can stall digital healthcare platforms’ growth and even lead to their demise. This article distills four dynamic capabilities: sensing the internal environment, value-capturing through connectedness, orchestrating silos, and transforming organizational boundaries. These mitigate value impedance and bestow competitive advantage to MedTech incumbents’ digital platform business.
{"title":"Value Impedance and Dynamic Capabilities: The Case of MedTech Incumbent-Born Digital Healthcare Platforms","authors":"Asta Pundziene, T. Gutmann, Marc Schlichtner, D. Teece","doi":"10.1177/00081256221099326","DOIUrl":"https://doi.org/10.1177/00081256221099326","url":null,"abstract":"During the last decade, MedTech companies started to invest in building digital healthcare platforms to maintain their competitiveness in the Digital Economy. However, launching a new digital platform business revealed several challenges that MedTech incumbents must overcome, including value impedance. This is caused by digital transformation gaps, which, when left unmanaged, can stall digital healthcare platforms’ growth and even lead to their demise. This article distills four dynamic capabilities: sensing the internal environment, value-capturing through connectedness, orchestrating silos, and transforming organizational boundaries. These mitigate value impedance and bestow competitive advantage to MedTech incumbents’ digital platform business.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45052260","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 : 2022-05-24DOI: 10.1177/00081256221094307
Hakan Ozalp, Pinar Ozcan, Dize Dinçkol, Markos Zachariadis, A. Gawer
Digital platforms have disrupted many sectors but have not yet visibly transformed highly regulated industries. This study of Big Tech entry in healthcare and education explores how platforms have begun to enter highly regulated industries systematically and effectively. It presents a four-stage process model of platform entry, which we term as “digital colonization.” This involves provision of data infrastructure services to regulated incumbents; data capture in the highly regulated industry; provision of data-driven insights; and design and commercialization of new products and services. The article clarifies platforms’ sources of competitive advantage in highly regulated industries and concludes with managerial and policy recommendations.
{"title":"“Digital Colonization” of Highly Regulated Industries: An Analysis of Big Tech Platforms’ Entry into Health Care and Education","authors":"Hakan Ozalp, Pinar Ozcan, Dize Dinçkol, Markos Zachariadis, A. Gawer","doi":"10.1177/00081256221094307","DOIUrl":"https://doi.org/10.1177/00081256221094307","url":null,"abstract":"Digital platforms have disrupted many sectors but have not yet visibly transformed highly regulated industries. This study of Big Tech entry in healthcare and education explores how platforms have begun to enter highly regulated industries systematically and effectively. It presents a four-stage process model of platform entry, which we term as “digital colonization.” This involves provision of data infrastructure services to regulated incumbents; data capture in the highly regulated industry; provision of data-driven insights; and design and commercialization of new products and services. The article clarifies platforms’ sources of competitive advantage in highly regulated industries and concludes with managerial and policy recommendations.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":null,"pages":null},"PeriodicalIF":10.0,"publicationDate":"2022-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46113574","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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