Pub Date : 2023-07-11DOI: 10.1177/00081256231185881
J. Morton
Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” is also crucial. This includes the need for collective dialogs across and outside organizations to build greater awareness of, and attention to, strategic issues. How do managers involve a wider range of stakeholder voices in strategy as they pursue agility? This article identifies three practices that synergistically contribute to agility and conceptualizes them in a framework for managers called the “Strategy Making as Polyphony Wheel.” The work outlines several implications for managerial practice and research.
{"title":"Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility","authors":"J. Morton","doi":"10.1177/00081256231185881","DOIUrl":"https://doi.org/10.1177/00081256231185881","url":null,"abstract":"Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” is also crucial. This includes the need for collective dialogs across and outside organizations to build greater awareness of, and attention to, strategic issues. How do managers involve a wider range of stakeholder voices in strategy as they pursue agility? This article identifies three practices that synergistically contribute to agility and conceptualizes them in a framework for managers called the “Strategy Making as Polyphony Wheel.” The work outlines several implications for managerial practice and research.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"22 - 42"},"PeriodicalIF":10.0,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47055393","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 : 2023-06-21DOI: 10.1177/00081256231180878
Loizos Heracleous, Christina Wawarta, Angeliki Papachroni, Sotirios Paroutis
This article explores the National Aeronautics and Space Administration’s (NASA’s) journey to strategic agility through successively shifting to three different strategic alignments over the last six decades and suggests that logical incrementalism may be an unappreciated driver of this process. Three successive alignment models exhibit important shifts in technology strategy, competencies, and values of the organization. The three phases of incremental changes in shifting from one alignment model to the next are the emergence of new approaches, the embeddedness of these approaches in particular contexts, and their expansion to other organizational contexts.
{"title":"Logical Incrementalism as a Path to Strategic Agility: The Case of NASA","authors":"Loizos Heracleous, Christina Wawarta, Angeliki Papachroni, Sotirios Paroutis","doi":"10.1177/00081256231180878","DOIUrl":"https://doi.org/10.1177/00081256231180878","url":null,"abstract":"This article explores the National Aeronautics and Space Administration’s (NASA’s) journey to strategic agility through successively shifting to three different strategic alignments over the last six decades and suggests that logical incrementalism may be an unappreciated driver of this process. Three successive alignment models exhibit important shifts in technology strategy, competencies, and values of the organization. The three phases of incremental changes in shifting from one alignment model to the next are the emergence of new approaches, the embeddedness of these approaches in particular contexts, and their expansion to other organizational contexts.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"63 - 92"},"PeriodicalIF":10.0,"publicationDate":"2023-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47270320","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 : 2023-06-20DOI: 10.1177/00081256231177718
M. Beretta, Pernille Smith
While agile represents a crucial element of digital transformation, there is limited empirical evidence on how agile is actually implemented. This article presents a longitudinal case study of the agile implementation journey of a large product manufacturer over two years. It shows how the firm was able to achieve a large-scale agile implementation through a mix of top-down and bottom-up approaches. This process entailed continuous adaptations of agile to the firm’s circumstances and needs, including ongoing articulations and re-articulations of agile to incorporate local ideas and address emerging challenges. This article also presents a framework for guiding managers undertaking an organization-wide agile implementation.
{"title":"Embarking on a Business Agility Journey: Balancing Autonomy Versus Control","authors":"M. Beretta, Pernille Smith","doi":"10.1177/00081256231177718","DOIUrl":"https://doi.org/10.1177/00081256231177718","url":null,"abstract":"While agile represents a crucial element of digital transformation, there is limited empirical evidence on how agile is actually implemented. This article presents a longitudinal case study of the agile implementation journey of a large product manufacturer over two years. It shows how the firm was able to achieve a large-scale agile implementation through a mix of top-down and bottom-up approaches. This process entailed continuous adaptations of agile to the firm’s circumstances and needs, including ongoing articulations and re-articulations of agile to incorporate local ideas and address emerging challenges. This article also presents a framework for guiding managers undertaking an organization-wide agile implementation.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"93 - 115"},"PeriodicalIF":10.0,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43718879","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 : 2023-06-19DOI: 10.1177/00081256231179993
Max-Antoine Renault, Murat Tarakci
Agile management prescribes a set of structures and processes to help teams respond to change. This article presents an in-depth case study examining how high- and low-agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. It unveils the crucial role of “affective leaders” in high-agility teams during those crises. These leaders constructed positive emotional experiences for their teams to successfully respond to adversity. The findings remind scholars and practitioners that agile management’s founding tenet of “valuing individuals and interactions” implies understanding, working with, and actively recalibrating emotions.
{"title":"Affective Leadership in Agile Teams","authors":"Max-Antoine Renault, Murat Tarakci","doi":"10.1177/00081256231179993","DOIUrl":"https://doi.org/10.1177/00081256231179993","url":null,"abstract":"Agile management prescribes a set of structures and processes to help teams respond to change. This article presents an in-depth case study examining how high- and low-agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. It unveils the crucial role of “affective leaders” in high-agility teams during those crises. These leaders constructed positive emotional experiences for their teams to successfully respond to adversity. The findings remind scholars and practitioners that agile management’s founding tenet of “valuing individuals and interactions” implies understanding, working with, and actively recalibrating emotions.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"137 - 157"},"PeriodicalIF":10.0,"publicationDate":"2023-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42274857","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 : 2023-06-13DOI: 10.1177/00081256231175706
M. Annosi, G. Lanzolla
Based on an in-depth analysis of a successful large-scale agile transformation, this article sheds light on the evolving role of line managers during the transformation. At the beginning of the transformation, line managers act like “missionaries” and leverage influencing mechanisms in their attempts to foster the adoption of agile values. At maturity, the role of line managers evolves into a role similar to “priests” where discipline mechanisms are enacted to maintain and sustain the newly adopted agile values. The social contracts and the organizational conditions that underpin such evolution have implications for selecting suitable line managers.
{"title":"The Evolution of Line Managers during Agile Transformation: From Missionaries To Priests","authors":"M. Annosi, G. Lanzolla","doi":"10.1177/00081256231175706","DOIUrl":"https://doi.org/10.1177/00081256231175706","url":null,"abstract":"Based on an in-depth analysis of a successful large-scale agile transformation, this article sheds light on the evolving role of line managers during the transformation. At the beginning of the transformation, line managers act like “missionaries” and leverage influencing mechanisms in their attempts to foster the adoption of agile values. At maturity, the role of line managers evolves into a role similar to “priests” where discipline mechanisms are enacted to maintain and sustain the newly adopted agile values. The social contracts and the organizational conditions that underpin such evolution have implications for selecting suitable line managers.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"116 - 136"},"PeriodicalIF":10.0,"publicationDate":"2023-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41426746","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 : 2023-05-01DOI: 10.1177/00081256231170028
J. Recker, Frederik von Briel, Youngjin Yoo, Varun Nagaraj, Mickey McManus
Product innovation increasingly involves both human designers (engineers, developers, lead users, creative geniuses, and other innovators) and machine designers (algorithmically organized software tools that autonomously collect and interpret data to make innovative design decisions). This article provides practical guidance about how firms can leverage different forms of machine designers in tandem with human designers to fundamentally change the way they engage in product innovation. It describes how successful companies have managed to optimally orchestrate the capabilities of human and machine designers to create both effective and ethical product innovations that were previously unthinkable.
{"title":"Orchestrating Human-Machine Designer Ensembles during Product Innovation","authors":"J. Recker, Frederik von Briel, Youngjin Yoo, Varun Nagaraj, Mickey McManus","doi":"10.1177/00081256231170028","DOIUrl":"https://doi.org/10.1177/00081256231170028","url":null,"abstract":"Product innovation increasingly involves both human designers (engineers, developers, lead users, creative geniuses, and other innovators) and machine designers (algorithmically organized software tools that autonomously collect and interpret data to make innovative design decisions). This article provides practical guidance about how firms can leverage different forms of machine designers in tandem with human designers to fundamentally change the way they engage in product innovation. It describes how successful companies have managed to optimally orchestrate the capabilities of human and machine designers to create both effective and ethical product innovations that were previously unthinkable.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"27 - 47"},"PeriodicalIF":10.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49191942","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 : 2023-05-01DOI: 10.1177/00081256231170421
S. Magistretti, C. Dell’Era, C. Cautela, J. Kotlar
While design thinking has gained popularity in product innovation, scholars argue that design thinking can also trigger and sustain organizational innovation. This study investigates the adoption of design thinking in the Design+Innovation unit at PepsiCo. It reveals nine design thinking practices that enable organizational innovation: valorizing personal attitudes and desires, engaging stakeholders in the design discourse, leveraging the design unit as an agent of change, fostering abductive reasoning, empowering decision making through prototypes, crafting proof points, absorbing external viewpoints, searching for co-conspirators, andaligning personal and organizational purposes.
{"title":"Design Thinking for Organizational Innovation at PepsiCo","authors":"S. Magistretti, C. Dell’Era, C. Cautela, J. Kotlar","doi":"10.1177/00081256231170421","DOIUrl":"https://doi.org/10.1177/00081256231170421","url":null,"abstract":"While design thinking has gained popularity in product innovation, scholars argue that design thinking can also trigger and sustain organizational innovation. This study investigates the adoption of design thinking in the Design+Innovation unit at PepsiCo. It reveals nine design thinking practices that enable organizational innovation: valorizing personal attitudes and desires, engaging stakeholders in the design discourse, leveraging the design unit as an agent of change, fostering abductive reasoning, empowering decision making through prototypes, crafting proof points, absorbing external viewpoints, searching for co-conspirators, andaligning personal and organizational purposes.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"5 - 26"},"PeriodicalIF":10.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44521177","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 : 2023-05-01DOI: 10.1177/00081256231169070
G. Gemser, G. Calabretta, Eric Quint
Little is known about how design leaders foster design excellence “at scale” within large organizations. To bridge this gap, this article reports on interviews with 59 senior design leaders. Using a paradox perspective to frame the findings uncovers major challenges when leading design teams inside large organizations. It also identifies five pairs of opposing leadership behaviors that address these tensions and balance the overarching paradox of integrating design into the fabric of an organization while maintaining its distinctive character: being transformative yet affirmative; being directive yet accommodating; being proactive yet responsive; being intuitive yet systematic; and being holistic yet specific.
{"title":"Leadership to Elevate Design at Scale: balancing conflicting imperatives","authors":"G. Gemser, G. Calabretta, Eric Quint","doi":"10.1177/00081256231169070","DOIUrl":"https://doi.org/10.1177/00081256231169070","url":null,"abstract":"Little is known about how design leaders foster design excellence “at scale” within large organizations. To bridge this gap, this article reports on interviews with 59 senior design leaders. Using a paradox perspective to frame the findings uncovers major challenges when leading design teams inside large organizations. It also identifies five pairs of opposing leadership behaviors that address these tensions and balance the overarching paradox of integrating design into the fabric of an organization while maintaining its distinctive character: being transformative yet affirmative; being directive yet accommodating; being proactive yet responsive; being intuitive yet systematic; and being holistic yet specific.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"48 - 72"},"PeriodicalIF":10.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44176796","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 : 2023-05-01DOI: 10.1177/00081256231175530
Janine Hacker, Gianluca Miscione, Tobin Felder, G. Schwabe
In blockchain consortia, different companies band together to develop, govern, and operate a shared blockchain-based system. However, many blockchain-based systems are exposed to the risk of never going live without a proper understanding of the peculiar collaboration this technological architecture entails. To understand how blockchain consortia develop and advance collaborative relationships, this article reports on an extensive analysis of online material and interviews of key members. It draws from the literature on interorganizational collaboration and digital platforms to explain the staged progression of blockchain consortia and the key features of blockchain consortia.
{"title":"Commit or Not? How Blockchain Consortia Form and Develop","authors":"Janine Hacker, Gianluca Miscione, Tobin Felder, G. Schwabe","doi":"10.1177/00081256231175530","DOIUrl":"https://doi.org/10.1177/00081256231175530","url":null,"abstract":"In blockchain consortia, different companies band together to develop, govern, and operate a shared blockchain-based system. However, many blockchain-based systems are exposed to the risk of never going live without a proper understanding of the peculiar collaboration this technological architecture entails. To understand how blockchain consortia develop and advance collaborative relationships, this article reports on an extensive analysis of online material and interviews of key members. It draws from the literature on interorganizational collaboration and digital platforms to explain the staged progression of blockchain consortia and the key features of blockchain consortia.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"110 - 131"},"PeriodicalIF":10.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48049057","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 : 2023-04-18DOI: 10.1177/00081256231164362
Xavier Ferras-Hernandez, Petra A. Nylund, A. Brem
Artificial intelligence (AI) technologies are engaged in a harsh battle for market dominance. This article examines the emergence of a dominant design in terms of technology, service, and business model innovation. We conduct a theoretical synthesis of the literature on industrial organization, technology management, network economics, operations management, and strategic management—with the implications of each theory related to the dominant-design battle in AI. The findings indicate a dominant design for AI will be based on innovation concerning business models as much as on technology, and that the dominant business model will include AI as a service.
{"title":"The Emergence of Dominant Designs in Artificial Intelligence","authors":"Xavier Ferras-Hernandez, Petra A. Nylund, A. Brem","doi":"10.1177/00081256231164362","DOIUrl":"https://doi.org/10.1177/00081256231164362","url":null,"abstract":"Artificial intelligence (AI) technologies are engaged in a harsh battle for market dominance. This article examines the emergence of a dominant design in terms of technology, service, and business model innovation. We conduct a theoretical synthesis of the literature on industrial organization, technology management, network economics, operations management, and strategic management—with the implications of each theory related to the dominant-design battle in AI. The findings indicate a dominant design for AI will be based on innovation concerning business models as much as on technology, and that the dominant business model will include AI as a service.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"73 - 91"},"PeriodicalIF":10.0,"publicationDate":"2023-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41849591","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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