Knowledge Acquisition for a New Business Model Creation and Enabling Factors

Title: Knowledge acquisition for a new business model creation and enabling factors Date of the seminar: 28-05-2015 Course: Master Corporate Entrepreneurship and Innovation Internship and Degree Project (Master Thesis 15 ECTS) Authors: Dovilė Gedvilaitė and Shubhabrata Paul Supervisor: Dr. Joakim Winborg Keywords: business model innovation, change, creation, knowledge, knowledge acquisition, absorptive capacity Thesis purpose: To find out how organisation performs knowledge acquisition for a new business model creation and what factors enable it. Methodology: The carried research is a case study based on a qualitative research design. The data collection procedure for this study has been a series of semi-structured and unstructured interviews conducted at the internship company. The interviewees and their relatively spread out positions within the company having varied responsibilities have provided the empirical data which being qualitative in nature are more elaborative and exploratory. This has meant discovery of enabling conditions for knowledge acquisition in the new business model creation and identification of the components of the process by which the organisation proceeded with the change and realized it. Theoretical perspectives: Business model innovation and change theory (Zott et al. 2011), (Zott & Amit, 2007), (Teece, 2010), (Richardson, 2008), (Cavalcante et al., 2011), Organisational knowledge creation theory (Nonaka, 1994), (Nonaka & Krogh, 2009), Absorptive capacity (Cohen & Levinthal, 1990), (Zahra & George, 2002) Conclusions: This thesis work builds on the seminal work of Nonaka (1994) in contributing to the adaptation and/or expansion of the organisational knowledge creation framework to the knowledge acquisition process during an organisation’s new business model creation. Key components are identified in this dynamic interplay between knowledge acquisition and business model creation and modified framework is proposed

Design thinking and innovation: synthesising concepts of knowledge co-creation in spaces of professional development

This paper explores how design thinking connects to concepts of knowledge creation and innovation. A case study of a knowledge sharing network in the social services sector is used to illustrate how design thinking supports Ba, the spaces for knowledge creation. Further exploration of the four enabling conditions for Ba resulted in delineation of two distinct types: relational and structural. Relational enablers support three groups of enabling conditions: interaction, shared values and communication. It is proposed that design thinking aligns well with relational enabling conditions for Ba to create the ideal spaces for knowledge creation. The group of structural enablers can assist or obstruct change and relate to the culture and management approaches of an organization, which may or may not be assisted by design thinking. However, to ensure that design thinking is not undermined, and innovation is achieved, the presence of an appropriate structural enabler is critical for success

From geographical innovation clusters towards virtual innovation clusters: The innovation virtual system

The opportunities of the new economic landscape have determined radical changes in the organizational structures of the firms, till the creation of new virtual clusterization forms, that is distinct systems of suppliers, distributors, service providers and clients that use the 'internetworking technologies' as a principal way for co-operating and competing. These 'virtual clusterization forms' that have been also defined as 'e-business communities' or 'b-web communities' (Tapscott, Lowy & Ticoll, 2000), are here defined as 'virtual clusters'. In a virtual cluster (VC), each enterprise adds one or more distinct aspects of product/service value to the value of the network, by exchanging digital knowledge with other members. Recent studies, focused on VCs, highlight that the VC enabling factors may be identified in ICTs ubiquity (increasingly wireless) and bandwidth robustness, that allow firms to access real-time what they need and to co-ordinate their intra and inter-firm activities, creating value both by offering innovative and personalized products, services and by cutting transaction costs. (Davin and Botkin, 1994) (Rayport and Sviokla, 1995). This paper focuses on these VCs innovation processes, in order to make some comparisons between the traditional geographical innovation clusters and the emerging virtual innovation clusters. To this end, the paper is organized in two logical patterns: Some empirical evidence for describing ad discussing the more important features of the emerging VCs. Specifically, the paper focuses on the following issues: - Some first results on VCs characteristics, regarding four distinctive features of their new world of business: i. Agents: radical increase in the number of agents that form a cluster. ii. Connections: virtually unlimited increase in the number of connections and therefore in the potential size of the cluster. iii. Space: delocalization of transactions which become space independent. iv. Time: information transmission takes place at the speed of electronic communication. - The analysis of the VC basic unit, the Internetworked Enterprise (IE), and of its learning process with customers and trough strategic alliances. A model of the VCs global virtual learning environment, here conceived as a system of innovation, defined as 'Innovation Virtual System' (IVS). IVS is here interpreted as a new way of projecting the traditional systems of innovation into a global scale.

Enabling Distributed Knowledge Management: Managerial and Technological Implications

In this paper we show that the typical architecture of current KM systems re.ects an objectivistic epistemology and a traditional managerial control paradigm. We argue that such an objectivistic epistemology is inconsistent with many theories on the nature of knowledge, in which subjectivity and sociality are taken as essential features of knowledge creation and sharing. We show that adopting such a new epistemological view has dramatic consequences at an architectural, managerial and technological level

The role of Intellectual Capital Reporting (ICR) in organisational transformation: A discursive practice perspective

Intellectual Capital Reporting (ICR) has garnered increasing attention as a new accounting technology that can engender significant organisational changes. However, when ICR was first recognised as a management fashion, the intended change it heralded in stable environments was criticised for having limited impact on the state of practice. Conceiving ICR through a lens predicated on the notion of discursive practice, we argue that ICR can enable substantive change in emergent conditions. We empirically demonstrate this process by following the implementation of ICR in one organisation through interviews, documents and observations over 30 months. The qualitative analysis of the data corpus shows how situated change, subtle but no less significant, can take place in the name of intellectual capital as actors appropriate ICR into their everyday work practices while improvising variations to accommodate different logics of action. The paper opens up a new avenue to examine the specific roles of ICR in relation to the types of change enacted. It thus demonstrates when and how ICR may transcend a mere management fashion and the intended change it sets in motion through altering organisational actors’ ways of thinking and doing within the confines of their organisation

Understanding the effect of IS change: A social capital perspective

This paper argues that by adopting a social capital perspective of the effects of Information Systems (IS) implementation we are able to provide insights into both human and technological aspects of change interventions. This theoretical paper is firmly embedded within socio-technical approaches and aims to conceptualise and address concerns relating to organisational issues of systems and technology management. IS implementation inevitably impacts upon the existing work and social relationships within organisations where there is the potential experience of reduced system effectiveness through a periodic lack of coordination and control. It is evident, in this respect, that the adoption of IS produces challenges to human collaboration which clearly add a social dimension to systems management. The paper broadly outlines how a social capital perspective may determine the areas of focus from IS-driven organisational change and provide indications about potential ways to improve system and technology adoption. This may support more appropriate designs for change interventions that enable organisations to accrue more value from IS

Knowledge management and innovation: How are they related?

Companies in today’s globalised world must innovate to compete. Many successful companies have found that knowledge management strategies and practices are central to ongoing innovation (Boutellier et al., 1999; David & Foray, 2001; ADLittle, 2001; Tidd et al., 1997). This paper brings together research regarding knowledge management processes and practices that are found in R&D organisations and in other innovative firms. The paper contends that such practices could be employed across a range of firms to enable and enhance the potential for innovation within firms in multiple sectors

Inclusive governance in non-profit organisations

The study of private non-profit enterprises that offer general interest services is only at the start. The understanding of existing organisations resists an inclusive, public interest view of governance. This contribution aims at providing a reflection on specific features that non-profit enterprises should have, and outlines four main justifications for including stakeholders in production governance: 1) access to knowledge and other resources, 2) trust creation, 3) internal efficiency, 4) external efficiency. Conclusions elaborate on Hansmann’s classic theory of the firm to suggest that governance solutions need to be assessed on the basis of total costs, considering also the lower level of social costs that is created when governance includes relevant stakeholders. Our model highlights that when social costs are high, even an enterprise with costly decisional processes, such as the multi-stakeholder, can be the most efficient solution amongst other possible alternatives

Evolution in Economic Geography: Institutions, Regional Adaptation and Political Economy

Economic geography has, over the last decade or so, drawn upon ideas from evolutionary economics in trying to understand processes of regional growth and change, with the concept of path dependence assuming particular prominence. Recently, some prominent researchers have sought to delimit and develop an evolutionary economic geography (EEG) as a distinct approach, aiming to create a more coherent and systematic theoretical framework for research. This paper contributes to debates on the nature and development of EEG. It has two main aims. First, we seek to restore a broader conception of social institutions and agency to EEG, informed by the recent writings of institutional economists like Geoffrey Hodgson. Second, we link evolutionary concepts to political economy approaches, arguing that the evolution of the economic landscape must be related to the broader dynamics of capital accumulation, centred upon the creation, realisation and geographical transfer of value. As such, we favour the utilisation of evolutionary and institutional concepts within a geographical political economy approach rather than the construction of a separate and theoretically ‘pure’ EEG; evolution in economic geography, not an evolutionary economic geography

The COVID-19 pandemic: resilient organisational response to a low-chance, high-impact event

The global healthcare sector is currently in the midst of the COVID-19 pandemic, a ‘low-chance, high-impact’ event which will require healthcare systems, and the organisations within them, to maintain organisational resilience in order to respond effectively. However, contrary to the instinctive reaction to tighten control, the quality of response depends on healthcare systems’ capacity to loosen control and, subsequently, enhance improvisation. Three factors critical to enhancing an organisation’s capacity for improvisation are highlighted; increasing autonomy, maintaining structure and creating a shared understanding. By drawing on the case of Christchurch Hospital’s response to a major earthquake, this paper demonstrates the vital role that improvisation can play within a clinical setting, when responding to a low-chance, high-impact event. This article is made freely available for use in accordance with BMJ's website terms and conditions for the duration of the covid-19 pandemic or until otherwise determined by BMJ. You may use, download and print the article for any lawful, non-commercial purpose (including text and data mining) provided that all copyright notices and trade marks are retained