Les médias sociaux d’entreprise pour favoriser la maturité numérique

Abstract: Developing their digital maturity is one of the most important goals of contemporary organizations. However, succeeding in this endeavor requires constant changes in the fabric of organizations and within their value-creation processes. Previous studies provided evidence of the benefits of enterprise social media to support value-creation shifts. Hence, exploring the use of enterprise social media to support digital maturity development seems coherent, although underexplored in the extant literature, especially in the context of small organizations. This doctoral research addresses this gap, by studying the use of enterprise social media, an affordable and intuitive technology, to support the development of digital maturity in the context of a small organization. To accomplish this task, we embraced an action research methodology for context understanding and problem-solving. Several data collection techniques were applied, and a template analysis approach supported data analyses, guiding the development of the action research cycles. Our research proposes a theoretical framework in which enterprise social media is likely to trigger different value-creation shifts within the partner organization, supporting the development of a flexible structure to face the challenges of the turbulent digital business environment. The proposed framework is drawn on emergent insights from the action research interventions applied in the context of a small organization. Results suggest that the different forms of value-creation related to the use of enterprise social media platforms supported the partner organization to develop its digital maturity, contributing to the Sociotechnical Systems perspective and the Contingency Theory. Moreover, while describing that technology implementation alone will not advance an organization’s digital maturity, this paper provides managers with insights into how to use enterprise social media as part of their digital maturity strategies, to assess their organizations’ enterprise social media maturity level, and to understand the potential of enterprise social media to create value in the digital business environment.Développer leur maturité numérique est l'un des objectifs les plus importants des entreprises contemporaines. La réussite de cet objectif nécessite des changements constants dans le tissu des organisations et dans leurs processus de création de valeur. Des études antérieures ont démontré les avantages des médias sociaux d'entreprise pour soutenir le changement dans la création de valeur des organisations. Par conséquent, étudier l'utilisation des médias sociaux d'entreprise pour soutenir le développement de la maturité numérique semble cohérent, bien que sous-exploré dans la littérature existante. Pour élargir les connaissances à ce sujet, la présente recherche doctorale vise à comprendre l'utilisation des médias sociaux d'entreprise, une technologie abordable et intuitive pour soutenir le développement de la maturité numérique, dans le cadre d'une petite organisation. La recherche a été menée en s'appuyant sur une méthodologie de recherche-action, afin de bien comprendre le contexte et de soutenir l’organisation partenaire dans ces objectives. Plusieurs techniques de collecte de données ont été employées, et une approche de template analysis a soutenu les analyses de données, guidant le développement des cycles de recherche-action. Notre recherche propose un modèle théorique qui explore l'influence des médias sociaux d'entreprise sur la création de valeur au sein d'une petite organisation. Le cadre théorique proposé a été appliqué dans le contexte de l'organisation partenaire, ce qui nous a permis de constater que les différentes formes de création de valeur liées à l'utilisation des plateformes de médias sociaux d'entreprise ont aidé l'organisation partenaire à développer sa maturité numérique, en ajoutant des contributions aux théories sociotechniques et des contingences. Des contributions managériales de cette recherche incluent des consignes détaillées sur la façon d'utiliser les médias sociaux d'entreprise dans le cadre de leurs stratégies numériques, d'évaluer le niveau de maturité des médias sociaux d'entreprise de leur organisation et de comprendre le potentiel des médias sociaux d'entreprise pour créer de la valeur dans l'environnement numérique d'affaires

Open dialogues for business model innovation

This thesis was previously held under moratorium from until 20th June 2018 until 30th July 2021.A growing body of research is highlighting how open innovative business models support the growth and economic success of new ideas and technologies. In this Ph.D., building on an action research study in SMEs, I develop the Open Business Model Innovation Framework that accounts for the interactions between value creation and active participation in the development of unmet needs to new business formations. I begin to unpack the process of open business model innovation development supporting the ability of SMEs to build and re-build their businesses.A growing body of research is highlighting how open innovative business models support the growth and economic success of new ideas and technologies. In this Ph.D., building on an action research study in SMEs, I develop the Open Business Model Innovation Framework that accounts for the interactions between value creation and active participation in the development of unmet needs to new business formations. I begin to unpack the process of open business model innovation development supporting the ability of SMEs to build and re-build their businesses

Knowing what Social Enterprises know

Social Enterprises (SEs) are normally micro and small businesses that trade to tackle social problems, and to improve communities, people’s life chances, and the environment. Thus, their importance to society and economies is increasing. However, there is still a need for more understanding of how these organisations operate, perform, innovate and scale-up. Obtaining this understanding is the main driver of this paper, which explores the SE activities to manage their knowledge. Interviews from 21 owners and senior members of SEs in UK confirmed that SEs possessed valuable tacit and explicit knowledge about their organisation, practices, experiences and work with communities and costumers. This knowledge is managed informally and, when acquired, is not always converted into usable knowledge, applied to create value, and protected from inappropriate or illegal use. Thus, SEs need to know what they know and manage effectively that knowledge. This can help them to acquire, convert, apply and protect all their knowledge that would result in added value to their organisation and stakeholders, legitimised their practice, adjusted and defined their operational and strategic direction, and informed the measurement of their social impact. This paper contributes to SE and Knowledge Management researchers, SE practitioners and organisations supporting SEs

Coopetition and innovation. Lessons from worker cooperatives in the Spanish machine tool industry

This is an electronic version of the accepted paper in Journal of Business & Industrial Marketing[EN] Purpose – This paper aims to investigate how the implementation of the inter-cooperation principle among Spanish machine-tool cooperatives helps them to coopete–collaborate with competitors, in their innovation and internationalization processes and achieve collaborative advantages. Design/methodology/approach – The paper uses a multi-case approach based on interviews with 15 CEOs and research and development (R&D) managers, representing 14 Spanish machine tool firms and institutions. Eight of these organizations are worker-cooperatives.. Findings – Worker -cooperatives achieve advantages on innovation and internationalization via inter-cooperation (shared R&D units, joint sales offices, joint after-sale services, knowledge exchange and relocation of key R&D technicians and managers). Several mutual bonds and ties among cooperatives help to overcome the risk of opportunistic behaviour and knowledge leakage associated to coopetition. The obtained results give some clues explaining to what extent and under which conditions coopetitive strategies of cooperatives are transferable to other types of ownership arrangements across sectors. Practical implications – Firms seeking cooperation with competitors in their R&D and internationalization processes can learn from the coopetitive arrangements analyzed in the paper. Social implications – Findings can be valuable for sectoral associations and public bodies trying to promote coopetition and alliances between competitors as a means to benefit from collaborative advantages. Originality/value – Focusing on an “ideal type” of co-operation -cooperative organisationsand having access to primary sources, the paper shows to what extent (and how) strong coopetitive structures and processes foster innovation and internationalization

Absorptive Capacity in SMEs: A Comparative Study of the Financial and the Tourism Sectors in Malta

Many modern economies are largely characterised by knowledge intensive service industries, constantly battling the ferociously competitive business environment. As a result, the management of a firm’s knowledge has become crucial in determining the sustainable competitive success of an organization. This research compares the knowledge management practices of service sector firms, particularly those service sector firms that are knowledge intensive, such as the financial services sector, and those that are less knowledge intensive, such as firms in the tourism sector. The study was conducted using a mixed methodology comprising in-depth face-to-face interviews and a qualitative survey. Structural Equation Modelling has been used to interpret the data collected from the survey. This study proposes a framework designed specifically to explain the absorptive capacity in service sector SMEs. The framework being presented (figure 9.2, p.404) shows how in small service sector firms, power relationships act as driving factors the internal and external processes and routines of the firm, which, in turn, shape ACAP, This analysis exposes seventeen points of interest, which identifies the Knowledge Management (KM) behaviour of firms in the tourism and in the financial services sectors and reveals eleven convergent practices across both sectors. The study proceeds to identify six divergent KM practices across the industries and a further three points wherein the firms in the financial services sector gave evidence of differing practices amongst themselves. The overarching conclusion from this study, however, is that the behaviour of SMEs is greatly influenced by their size, which, in turn dictates the extent of the influence and control which the owner exercises on the operatio

The Role of Project Management Standardization in SMEs: Analyzing the Linkages Between Knowledge Management, Project Management, and Stakeholder Satisfaction

Small and Medium-Sized Enterprises (SMEs) are the backbone of our economies. Today's trend of taking every business activity as a project explains why more and more companies are working on a project basis. Previous research has shown that humans, as well as companies, desire a structured approach to work, avoiding uncoordinated business process activity. Little is known about how the structuring of processes influences SMEs. In order to structure an approach or process, a framework consisting of standards and Best Practices must be established. The role of the framework is to give guidance and improve cross-project efficiencies. Thus, this research study investigates the role of Project Manage-ment Standardization in SMEs. Here, the linkages between standardization and knowledge management (KM), project management (PM), and stakeholder satisfaction in SMEs are analyzed. The theoretical framework integrates the vast literature on the four research topics of stand-ardization, knowledge management, project management, and stakeholder satisfaction into a joint context for SMEs. The analytical part of the research is based on a single-case study of a German SME. Insights are gained from data gathered through six semi-structured inter-views with different experts throughout the company's hierarchy. The research highlights the interconnectedness of the four topics and the central role of project management standardization in SMEs. In order to maintain an efficient PM as the company grows, standardization of processes is inevitable. Standardization requires active KM to obtain explicit knowledge. Hence, standardization and KM are key drivers for sustainable business growth. Additionally, standardization accelerates the company's maturation as the company is moving away from informal, unbureaucratic, and exclusively people-oriented management approaches. Centrally stored and accessible explicit knowledge leads to transparent structures that create clear responsibilities and enhance communication in PM. Consequently, process standardization supports a better ‘estimability’ of the work, reducing uncertain requirements, inadequate documentation, hidden business rules, and requirements creep. This increases the satisfaction of all project stakeholders, making work in the company more efficient and creating a transparent organizational culture

Knowledge management activities in social enterprises: lessons for small and non-profit firms

Purpose: This paper explores what Social Enterprises (SEs) in the UK know and how they acquire, convert, apply and protect this knowledge. This will enable them to manage their knowledge effectively, hence improve their practices and maximize the creation of social, environmental and economic value. Design/methodology/approach: This study follows a qualitative approach, comprising of 21 interviews with founders and senior members of SEs in UK. Findings: The results show that the investigated SEs have KM practices similar to the already identified in SMEs, associated with informality, reliance on external sources and focus on socialisation activities, but they have unique challenges on managing their knowledge related to their hybrid mission, to include social and economic objectives, and their closed relationship with stakeholders. Research limitations/implications: As there is limited research on Knowledge Management (KM) practices in SEs; they were defined based on previous studies in large, private and public companies. Therefore, not all practices may be included. This research is a starting point in the study of KM in SEs. Practical implications: This study identifies knowledge activities that enable the creation of social, environmental and economic value in SEs. This allows SEs, small firms and non-profit organisations to review their current practices and develop plans for their further improvement. Social implications: Originality/value: This paper is one of the first empirical studies exploring KM practices in SEs, highlighting their informal nature as well as their impact in and on the enterprise

Transformational Leadership: Implementing a Cultural Approach in Organizations

This study provides support for the positive impact of transformational leadership on knowledge management. This article reveals that transformational leaders contribute to knowledge management by acting as effective change agents through better management of firms’ internal resources (i.e. organizational culture). In terms of mediating effects, this article shows that organizational culture is important in the relationship between transformational leadership and knowledge management. The study also shows that transformational leaders not only directly impact knowledge management but, more specifically, foster a more effective culture, which positively contributes to the effectiveness of knowledge management