Entrepreneurial passion and a firm’s innovation strategies

Drawing upon the role of affect in the entrepreneurship model and the broaden-and-build theory of positive emotions, this study surveyed 195 entrepreneurs in Vietnam and found that entrepreneurial passion has a positive effect on a firm’s exploratory innovation strategies and a complex inverted U-shaped effect on the exploitative innovation strategies. These results extend the literature on entrepreneurial emotions and underscore the need to depart from the simplistic linear association between entrepreneurial passion and firm-level indicators. Furthermore, this study enriches our understanding of three types of entrepreneurs’ social identities by supporting their contingent effects on the links between passion and innovation strategies

Tell me what they are like and I will tell you where they buy. An analysis of omnichannel consumer behavior

In the past, consumers used to go to brick-and-mortar stores to gather information and often concluded their shopping there, with the physical store probably being one of their few sources of product information. Nowadays, with the arrival of digital devices, the number of sources of information has grown. Consumers tend to combine these with brick-and-mortar establishments both to search and buy, leading to the emergence of omnichannel behavior. In this context, there is a lack of research which considers online and mobile devices separately. The aim of the present study is to analyze how two individual traits –impulsiveness and need for touch– influence the use of each device in the omnichannel decision-making process. Results from a sample of 284 real digital (online and/or mobile) shoppers of clothes confirm that personal traits influence omnichannel consumer behavior. Results show that impulsive shoppers make greater use of mobile devices whereas individuals with high need for touch are more predisposed to use online devices in their omnichannel process. Besides, the effect of individual demographics is taken into account. Finally, we discuss the paper's contributions and outline the actions which managers can engage in so as to succeed in omnichannel retail.Ministry of Economy, Industry and Competitiveness (Research Projects ECO2012-36275 and ECO2014-53060-R

The dangers of resource myopia in work and organisational psychology: a plea for broadening and integration broadening

In this essay the limitations of the traditional quantitative approach in work and organisational psychology are put forward. It is argued that an extension of the methods, a broadening of the type of problems to be addressed, and a stronger integration with associated disciplines as well as with the application and implementation of the research findings are needed to ensure the usefulness and application of future W&O psychology. It is not suggested that micro-level problems should not be investigated, but it is postulated that W&O psychology should not be deprived of the opportunity to tackle other, and often more relevant, meso-and macro-level issues because we lack appropriate tools for attacking them

The impact of firms’ social media initiatives on operational efficiency and innovativeness

Social media have been increasingly adopted for organizational purposes but their operational implications are not well understood. Firms’ social media initiatives might facilitate information flow and knowledge sharing within and across organizations, strengthening firm‐customer interaction, and improving internal and external collaboration. In this research we empirically examine the impact of social media initiatives on firms’ operational efficiency and innovativeness. Taking the resource‐based view of firms’ information capability, we consider firms’ social media initiatives as strategic resources for operational improvement. We posit that firms’ social media initiatives enhance dynamic knowledge‐sharing routines through an information‐rich social network, leading to both operational efficiency and innovativeness. Collecting secondary data in a longitudinal setting from multiple sources, we construct dynamic panel data (DPD) models. Based on system generalized method of moments (GMM) estimation, we show that firms’ social media initiatives improve operational efficiency and innovativeness. We identify the importance of an information‐rich social network to the creation of knowledge‐based advantage through firms’ social media initiatives, and discuss the theoretical and managerial implications from the perspective of operations management

How to Exploit the Digitalization Potential of Business Processes

Process improvement is the most value-adding activity in the business process management (BPM) lifecycle. Despite mature knowledge, many approaches have been criticized to lack guidance on how to put process improvement into practice. Given the variety of emerging digital technologies, organizations not only face a process improvement black box, but also high uncertainty regarding digital technologies. This paper thus proposes a method that supports organizations in exploiting the digitalization potential of their business processes. To achieve this, action design research and situational method engineering were adopted. Two design cycles involving practitioners (i.e., managers and BPM experts) and end-users (i.e., process owners and participants) were conducted. In the first cycle, the method’s alpha version was evaluated by interviewing practitioners from five organizations. In the second cycle, the beta version was evaluated via real-world case studies. In this paper, detailed results of one case study, which was conducted at a semiconductor manufacturer, are included

Harvard Business Review on Rebuilding Your Business Model

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HBR's 10 must reads on managing yourself

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