Pub Date : 2024-05-08DOI: 10.1177/00081256241247067
David R. Clough, Andy Wu
Metaverse architects face challenges akin to urban planners developing a new city: multiple stakeholders must coordinate on technical standards for interoperability and establish social consensus around specific choices. The article presents an analogy between the metaverse and the Las Vegas Strip in the unincorporated town of Paradise, NV, which arose in the mid-twentieth century as a focal destination for immersive entertainment delivered by eclectic interconnected resorts. It integrates this case study of the Las Vegas Strip with theories of technology management to derive practical insights for building the metaverse: focusing social momentum around a new destination and governing cooperation among de facto competitors.
{"title":"Metaverse Management as Urban Planning: Lessons from Paradise (Nevada)","authors":"David R. Clough, Andy Wu","doi":"10.1177/00081256241247067","DOIUrl":"https://doi.org/10.1177/00081256241247067","url":null,"abstract":"Metaverse architects face challenges akin to urban planners developing a new city: multiple stakeholders must coordinate on technical standards for interoperability and establish social consensus around specific choices. The article presents an analogy between the metaverse and the Las Vegas Strip in the unincorporated town of Paradise, NV, which arose in the mid-twentieth century as a focal destination for immersive entertainment delivered by eclectic interconnected resorts. It integrates this case study of the Las Vegas Strip with theories of technology management to derive practical insights for building the metaverse: focusing social momentum around a new destination and governing cooperation among de facto competitors.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"1 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140895764","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 : 2024-04-24DOI: 10.1177/00081256241242166
Jasper Heeren, Vareska van de Vrande, Henk Volberda, Erik de Waard
This article explores the effects of open innovation on innovation performance in military bureaucracies. While the understanding of how bureaucratic organizations can benefit from open innovation is still limited, this study discovered that open innovation can have a negative effect on innovation performance. However, leveraging an innovative culture can lead to improved innovation performance in organizations characterized by high levels of structure and hierarchy, especially those where secrecy and security are of vital importance.
{"title":"Closing the Innovation Performance Gap: Open Innovation in Military Bureaucracies","authors":"Jasper Heeren, Vareska van de Vrande, Henk Volberda, Erik de Waard","doi":"10.1177/00081256241242166","DOIUrl":"https://doi.org/10.1177/00081256241242166","url":null,"abstract":"This article explores the effects of open innovation on innovation performance in military bureaucracies. While the understanding of how bureaucratic organizations can benefit from open innovation is still limited, this study discovered that open innovation can have a negative effect on innovation performance. However, leveraging an innovative culture can lead to improved innovation performance in organizations characterized by high levels of structure and hierarchy, especially those where secrecy and security are of vital importance.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"292 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140643189","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 : 2024-04-03DOI: 10.1177/00081256241238453
Joakim Björkdahl, Marcus Holgersson, David Teece
Digital platforms are often characterized as enablers of new ecosystems. However, platforms are sometimes introduced into pre-existing ecosystems, where a platform’s ability to harmonize with the ecosystem is critical for its success. This article draws on the case of digital healthcare platforms and introduces the concept of platform grafting, which denotes the process of integrating a new platform into a pre-existing ecosystem, leading to a coevolutionary process of adapting both the platform and the surrounding ecosystem. Dynamic capabilities are critical for successfully integrating the platform into the ecosystem, and this article provides a capabilities framework for understanding platform grafting.
{"title":"Digital Platform Grafting: Strategies for Entering Established Ecosystems","authors":"Joakim Björkdahl, Marcus Holgersson, David Teece","doi":"10.1177/00081256241238453","DOIUrl":"https://doi.org/10.1177/00081256241238453","url":null,"abstract":"Digital platforms are often characterized as enablers of new ecosystems. However, platforms are sometimes introduced into pre-existing ecosystems, where a platform’s ability to harmonize with the ecosystem is critical for its success. This article draws on the case of digital healthcare platforms and introduces the concept of platform grafting, which denotes the process of integrating a new platform into a pre-existing ecosystem, leading to a coevolutionary process of adapting both the platform and the surrounding ecosystem. Dynamic capabilities are critical for successfully integrating the platform into the ecosystem, and this article provides a capabilities framework for understanding platform grafting.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"67 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140533226","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 : 2024-03-22DOI: 10.1177/00081256241234709
Robert Strand
This article explores Nordic countries’ and companies’ sustainability practices. It explores how nations like Denmark, Finland, and Sweden and companies such as Novo Nordisk and Ørsted achieve top sustainability rankings through their distinctive approach to stakeholder cooperation. It discusses the historical and cultural context that has shaped the Nordic approach, emphasizing the importance of long-term vision, stakeholder engagement, and cooperative strategies. It provides insights into how these practices contribute to achieving sustainable development goals and offers valuable lessons for global businesses seeking to integrate sustainable practices into their operations.
{"title":"Global Sustainability Frontrunners: Lessons from the Nordics","authors":"Robert Strand","doi":"10.1177/00081256241234709","DOIUrl":"https://doi.org/10.1177/00081256241234709","url":null,"abstract":"This article explores Nordic countries’ and companies’ sustainability practices. It explores how nations like Denmark, Finland, and Sweden and companies such as Novo Nordisk and Ørsted achieve top sustainability rankings through their distinctive approach to stakeholder cooperation. It discusses the historical and cultural context that has shaped the Nordic approach, emphasizing the importance of long-term vision, stakeholder engagement, and cooperative strategies. It provides insights into how these practices contribute to achieving sustainable development goals and offers valuable lessons for global businesses seeking to integrate sustainable practices into their operations.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"157 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140192768","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 : 2024-03-20DOI: 10.1177/00081256241238054
Thomas C. Lawton, Duncan N. Angwin, Brice Dattée, Jean-Luc Arrègle, Paolo Barbieri
Managing acquired subsidiaries can be daunting. Parent and affiliate executives strive to co-create value, but fixed mindsets around subsidiary autonomy can result in diverging interests and outcomes. Through a longitudinal study of Audi’s post-acquisition integration of supercar manufacturer Lamborghini, this article provides guidance on how to manage the level of acquired subsidiary autonomy as a strategic dial that can be dynamically adjusted over time for mutual benefit. This dynamic approach to autonomy rests on three specific managerial levers—appraisal respect, organizational identity, and resource orchestration. These can enable the renewal of competitive capabilities and sustain post-acquisition success.
{"title":"Autonomy as a Strategic Dial: A Dynamic Framework for Managing Acquired Subsidiaries","authors":"Thomas C. Lawton, Duncan N. Angwin, Brice Dattée, Jean-Luc Arrègle, Paolo Barbieri","doi":"10.1177/00081256241238054","DOIUrl":"https://doi.org/10.1177/00081256241238054","url":null,"abstract":"Managing acquired subsidiaries can be daunting. Parent and affiliate executives strive to co-create value, but fixed mindsets around subsidiary autonomy can result in diverging interests and outcomes. Through a longitudinal study of Audi’s post-acquisition integration of supercar manufacturer Lamborghini, this article provides guidance on how to manage the level of acquired subsidiary autonomy as a strategic dial that can be dynamically adjusted over time for mutual benefit. This dynamic approach to autonomy rests on three specific managerial levers—appraisal respect, organizational identity, and resource orchestration. These can enable the renewal of competitive capabilities and sustain post-acquisition success.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"1 1","pages":""},"PeriodicalIF":10.0,"publicationDate":"2024-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140197949","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 : 2024-03-07DOI: 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}
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