27,960 research outputs found

    Stakeholder engagement as a facilitator of organizational learning

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    This paper examines the relationship between stakeholder engagement and competence building. Following the dual perspective of the firm, which indicated that managers deal with both transactions and competences concurrently, we argue that stakeholder interactions also concern both transaction cost reduction and value creation. Based on a review of the extant literature, we incorporated a micro-macro connection between organizational learning and competence building. Further to this, we developed a conceptual framework by linking stakeholder engagement and organizational learning. This framework demonstrates that stakeholder relations may have significant effects on organizational learning and thus stakeholder engagement can play the role of facilitator in building firm competences

    Entrepreneurial adaptation: Insights from existing literature and possibilities for new research.

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    Recent research shows that new ventures have great difficulties in defining a viable business model from the outset and that minor or major adaptations to this initial business model are needed as the venture evolves. Entrepreneurial adaptation or the entrepreneur's willingness and ability to make appropriate adjustments to the business concept become critical. If adaptation is so important for entrepreneurial companies, we need to ask ourselves a number of questions. (1) What causes this need for adaptation? (2a) What is the precise effect of adaptation on a start-up's performance or survival and (2b) is this effect similar for all start-ups? Also, (3) what do we know about the process of adaptation? And (4) what are factors enabling this adaptation process? Finally, we also need to determine (5) how the concept of adaptation in entrepreneurial companies is related to existing concepts of change and adaptation. The purpose of this paper is to give an overview of different literature streams that are specifically relevant to entrepreneurial adaptation and the questions listed above, and to point out gaps in the existing literature requiring further investigation. We look at whether and how the existing literature can provide insight into each of those five questions. In a final section, we point out directions for further research.Innovation; Research; Model; Companies; Performance; Startups; Processes; Factors;

    Entrepreneurship as nexus of change: the syncretistic production of the future

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    This paper deals with the issue of how the future is created and the mechanisms through which it is produced and conceived. Key to this process appears to be social interaction and how it is used to bring about change. Examining the entrepreneurial context by qualitative longitudinal research techniques, the study considers the situations of three entrepreneurs. It demonstrates that the web of relationships in which individuals are engaged provide the opportunity to enact the environment in new ways, thus producing organizations for the future. It further provides empirical evidence for a Heideggerian reading of strategy-as-practice, extending this conceptualization to account for the temporal dimension

    Organizing for Fluidity? Dilemmas of New Organizational Forms

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    An important new stream of thought stressing the importance of organizational fluidity has emerged in recent years. It represents a reaction to the increasing complexity and environmental turbulence that organizations have to master. The solutions proposed are highly flexible and fluid organizational forms, based on relentlessly changing templates, quick improvisation, and ad- hoc responses. This approach is in sharp contrast to other recent organizational research that emphasizes identity, path dependence, economies of specialization, and recursive practices. We juxtapose the idea of organizational fluidity with this latter stream of research. If taken to its final conclusion, then the idea of promoting organizational fluidity would imply losing the very essence of organizing. Nevertheless, achieving organizational flexibility remains imperative in increasingly complex and volatile environments. To deal with this dilemma, an alternative approach is needed. We suggest a conceptualization of this dilemma that emphasizes the complementary dynamics between the two perspectives. We therefore provide an alternative conception that favors the idea of balancing countervailing processes in organizations with respect to the conflicting demands of organizational efficiency and fluidity

    Team Learning, Development, and Adaptation

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    [Excerpt] Our purpose is to explore conceptually these themes centered on team learning, development, and adaptation. We note at the onset that this chapter is not a comprehensive review of the literature. Indeed, solid conceptual and empirical work on these themes are sparse relative to the vast amount of work on team effectiveness more generally, and therefore a thematic set of topics that are ripe for conceptual development and integration. We draw on an ongoing stream of theory development and research in these areas to integrate and sculpt a distinct perspective on team learning, development, and adaptation

    Consultation and illness behaviour in response to symptoms: a comparison of models from different disciplinary frameworks and suggestions for future research directions

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    We all get ill and social scientific interest in how we respond – the study of illness behaviour – continues unabated. Existing models are useful, but have been developed and applied within disciplinary silos, resulting in wasted intellectual and empirical effort and an absence of accumulation of knowledge across disciplines. We present a critical review and detailed comparison of three process models of response to symptoms: the Illness Action Model, the Common Sense Model of the Self-Regulation of Health and Illness and the Network Episode Model. We suggest an integrated framework in which symptoms, responses and actions are simultaneously interpreted and evaluated in the light of accumulated knowledge and through interactions. Evaluation may be subconscious and is influenced by the extent to which the symptoms impose themselves, expectations of outcomes, the resources available and understanding of symptoms' salience and possible outcomes. Actions taken are part of a process of problem solving through which both individuals and their immediate social network seek to (re)achieve ‘normality’. Response is also influenced by social structure (directly and indirectly), cultural expectations of health, the meaning of symptoms, and access to and understandings of the legitimate use of services. Changes in knowledge, in embodied state and in emotions can all be directly influential at any point. We do not underestimate the difficulty of operationalising an integrated framework at different levels of analysis. Attempts to do so will require us to move easily between disciplinary understandings to conduct prospective, longitudinal, research that uses novel methodologies to investigate response to symptoms in the context of affective as well as cognitive responses and interactions within social networks. While challenging such an approach would facilitate accumulation of knowledge across disciplines and enable movement beyond description to change in individual and organisational responses
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