Small businesses in the new creative industries:innovation as a people management challenge

Purpose - This paper presents findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study examines changing people management practices as the case company undergoes industry-typical strategic change to embark on explorative innovation and argues that maintaining an organisational context conducive to innovatin over time risks turning into a contest between management and employees as both parties interpret organisational pressures from their different perspectives. Design/methodology/approach - A single case study design is used as the appropriate methdology to generate indepth qualitative data from multiple organisational member perspectives. Findings - Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises. Research limitations/implications - The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to migitate against the limitations. Practical implications - The study highlights the importance of building up change management capability in the small businesses typical for this sector, an as yet neglected focus in the academic iterature concerned with the industry and in support initatives. Originality/value - Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspective

The practice of risk management by cost consultants in Northern Ireland

This research endeavoured to explore the practice of risk management by cost consultants in Northern Ireland. It attempted to subjectively investigate the cost consultant’s appreciation of risk management practices and then further appraise the cost consultant’s understanding and usage of the theories and techniques available to manage risk under the risk management framework. A case study based approach involving five consultancy practices was adopted. A series of semi structured interviews (one per each case study) was carried out. The data collected was analysed using the Delphi technique. The practice of risk management for each organisation was documented using an analysis and evaluation of project documentation substantiated with interviews. The research indicated that consultants have a broad awareness of risk management but disparity exists on considering it as a core service. All consultants were unequivocal in identifying the need for an improved risk management framework. It was evident that there was a lack of knowledge of the array of risk identification and analysis techniques available. The research has established that there is a severe need to bridge the void between the theories and techniques used to manage risk and those which are implemented in practice. There is a necessity to train consultants in the practice of risk management and educate clients in the benefits of enforcing risk management practices as an integral part of project delivery

Performance measurement procedures that support innovativeness rather than hamper it

This paper addresses the contemporary challenges in increasing firm-level innovativeness and developing appropriate performance metrics. The authors discuss these challenges and provide a literature review on the innovation enhancing factors in service industries. They subsequently study the case of a multinational telecom company that tries to renew its innovative capabilities after a restructuring. An interpretative approach, based on employee focus group interviews and an extensive management workshop, is taken to co-develop context specific factors that enhance innovativeness. These factors include, amongst others, personal recognition and acknowledgement for an innovative achievement, available time, customer intimacy, and a clear innovation strategy. The identified factors will be used in a follow-up research aimed to develop performance measurement procedures that support the company to develop and exploit its innovative capabilities

"We are always after that balance":managing innovation in the new digital media industry

The pressure to innovate is growing as technology cycles change more rapidly. Organisations need to balance exploration and exploitation effectively if they are to heed the innovation imperative. Organisational ambidexterity is proposed as a means to achieve such balance with structural or contextual ambidexterity as possible choices. Yet how organisations become ambidextrous is an as yet underresearched area, and different industry sectors may pose different innovation challenges. Using the case study method, this paper examines how a computer games company responds to an industry-specific innovation challenge and how it endeavours to balance exploration and exploitation. The findings suggest that ambidexterity is difficult to achieve, and is fraught with organisational tensions which might eventually jeopardise the innovation potential of a company. The paper suggests that more qualitative research is needed to further our understanding of innovation challenges, innovation management and organisational ambidexterity

Managing exploratory innovation

Although the concept of exploration has been widely used in management research since James March's seminal article, the literature on exploration remains rather fuzzy. The question of exploration is dominated by the literature on ambidexterity but this research actually says little about concretely managing exploratory innovation itself, although this appears to be a central concern of most industrial firms today. Based on a material (twenty presentations made in a research seminar the authors have organized in the last two years) and a critical review of the literature, this paper provides new theoretical and managerial insights on the management of exploratory innovation. We first identify three complementary perspectives: 1. Managing knowledge for exploration, 2. Organizing for exploration, and 3. Creating new value spaces. Secondly, we recommend focusing the management of exploratory innovation on the following two processes: identifying an exploratory field, creating new opportunities via experimentation.Exploration, management of innovation, knowledge, value spaces

An Exploratory Study into Open Source Platform Adoption

Research on open source software has focused mainly on the motivations of open source programmers and the organization of open source projects [17] [19]. Some researchers portray open source as an extension of the earlier open systems movement [36]. While there has been some research on open-systems software adoption by corporate MIS organizations [4] the issue of open source adoption has received little attention. We use a series of interviews with MIS managers to develop a grounded theory of open source platform adoption. We contrast this to prior academic and popular reports about the adoption of open source

TMT diversity and innovation ambidexterity in family firms

Purpose – Family firms that simultaneously engage in multiple levels of innovation – incremental andradical – are likely to enjoy performance advantages across generations. The purpose of this paper is to research under which management conditions (i.e. top management team (TMT) diversity in terms of generational or non-family involvement) family firms are more likely to achieve innovation ambidexterity. Also, the paper addresses the mediating role of open innovation (OI) breadth in this relationship. Design/methodology/approach – A large cross-sectional sample of 335 small- and medium-sized family firms is used. The hypotheses were tested in a mediation model. The relationship between TMT diversity andambidexterity is measured using a binominal regression analysis, the one between TMT diversity and OIbreadth using a Tobit model. Findings – Drawing on the family firm upper echelon perspective, the results indicate that TMT diversity induced through external managers and multiple generations is positively related to innovation ambidexterity. As the mediation analysis reveals, the relationship can be explained by the higherpropensity of diverse TMTs to get involved in OI breadth. The findings add to the discussion on family firm heterogeneity and its influence on different kinds of innovation. Originality/value–So far, few studies have been concerned with ambidextrous family firms. Contrary totheir reputation, this study identifies family firms as radical as well as open innovators. As such, this research takes account not only of the heterogeneity of family firms, but also of the heterogeneity of family firm innovation

Adoption of managerial innovations: effect of adoption rationales on the adoption process

The aim of the research is to explore the complex phenomenon of the adoption of managerial innovations by organisations, with an attempt to identify relationships between various elements of this process. Four case studies were compiled using interview data from selected managers. The data provided a means of subjecting the rationales that Sturdy (2004) posited for the adoption of managerial innovations to empirical inquiry. The study also seeks to explore how the identified rationales may relate to two main characteristics of the subsequent adoption process, namely, the timing of adoption in the life cycle of the innovation and how long the adoption process takes. To our knowledge, this study represents the first empirical exploration of the adoption rationales posited by Sturdy and their subsequent impact on the adoption process. The findings of the study will be of value to academics interested studying the adoption of managerial innovations and also practising managers who must make adoption decisions and manage the adoption process. It is recognised that the study is exploratory in nature and suggestions for further research are proposed

Assessing the value dimensions of outsourced maintenance services

Purpose - The purpose of this paper is to investigate the diverse nature of tangible and intangible value dimensions that contribute to customers' perception of value from outsourced maintenance services. Design/methodology/approach - A multiple case study approach has been adopted. Repertory grid, an in-depth structured interviewing technique, has been used in order to draw out the respondents' hidden constructs in evaluating outsourced maintenance services. Data have been collected from four customer organizations of outsourced maintenance services, and a total of 33 interviews have been undertaken. Findings - The paper has identified a range of tangible and intangible value dimensions that are of importance in maintenance outsourcing decision making. The most important value dimensions for maintenance outsourcing were found to be specialist knowledge, accessibility (of the service provider), relational dynamic, range of products and services, delivery, pricing and locality. Although the paper has identified the most important value dimensions the paper also emphasizes the need to take into account the full range of value dimensions in order to understand the whole value pattern in an organization. Practical implications - The results will be of use for maintenance service providers to help them to improve value-adding capacity of maintenance services. The results can also be applied by customers to help them assess the value they receive from outsourced maintenance services. Originality/value - A different perspective on maintenance outsourcing value is provided. The value patterns in different organizations and the viewpoints of respondents in different organizational roles are described. The dynamic nature of these tangible or intangible values over time and their interrelationships has also been explored

Comparative study of design: application to Engineering Design

A recent exploratory study examines design processes across domains and compares them. This is achieved through a series of interdisciplinary, participative workshops. A systematic framework is used to collect data from expert witnesses who are practising designers across domains from engineering through architecture to product design and fashion, including film production, pharmaceutical drugs, food, packaging, graphics and multimedia and software. Similarities and differences across domains are described which indicate the types of comparative analysis we have been able to do from our data. The paper goes further and speculates on possible lessons for selected areas of engineering design which can be drawn from comparison with processes in other domains. As such this comparative design study offers the potential for improving engineering design processes. More generally it is a first step in creating a discipline of comparative design which aims to provide a new rich picture of design processes