MANAGEMENT INNOVATION: A JOURNEY INTO THE CORE OF RESEARCH IN MANAGEMENT

As innovation is considered central to firms’ competitive advantage, innovation research has become a cornerstone of strategic management inquiry. However, the vast majority of research attention is dedicated to understanding how firms can stimulate technological innovation. An emerging (or rather resurrecting) research trend espouses the benefits of management innovation. Management innovation refers to the introduction of management practices, processes and structures that are intended to further organizational goals (Birkinshaw, Hamel and Mol, 2008). The emergent dialogue consists of conceptual work (e.g., Birkinshaw et al., 2008), historical outlines of various management innovations (e.g., Mol and Birkinshaw, 2007) and empirical studies (e.g., Damanpour, Walker and Avellaneda, 2009; Vaccaro, Jansen, Van Den Bosch, and Volberda, 2010)

In the Shadow of Social Stereotypes: Gender diversity on corporate boards, board chair’s gender and strategic change

Against the backdrop of spirited public and academic discourse about women’s low visibility in corporate leadership positions, we examine board gender diversity’s influence on strategic change in firms. Viewing gender as an institutionalized system of social beliefs, the article makes two related arguments. First, it contends that because of gender status difference and bias, more gender diversity will result in less strategic change as a board’s decisions begin to follow the stance of a smaller but relatively more influential ‘boy’s club’. Second, it contends that should a board have a female chair as opposed to a male chair, a recession in the shadow of gender stereotypes will reverse board gender diversity’s negative effect on strategic change. Instrumental variables analysis of data from Fortune 500 firms supports the theory. We discuss the study’s contributions and implications

Creation of Managerial Capabilities through Managerial Knowledge Integration: A Competence-Based Perspective

The purpose of this paper is to develop a conceptual framework of managerial knowledge integration and to illustrate the framework for three levels of management: front-line, middle, and top management. Based on the framework, propositions will be derived relating managerial knowledge integration with the creation of managerial capabilities and a firm's managerial competences

Acting Cooperatively While Being Revolutionary :An Insider-Outsider Cybermediary Theory

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Competence-Based Competition:Gaining Knowledge from Client Relationships 1

Knowledge creation and organizational learning have become central concerns in strategic management. This chapter analyzes customer relationships as a source of new organizational knowledge. Knowledge absorption from customer relationships involves two key processes of organizational learning: creating new knowledge within the firm from client relationships and leveraging this new knowledge within the firm and in client relationships. The management of such learning and knowledge leveraging processes is critical to a firm's ability to build new organizational competences. These processes are examined in the context of knowledge intensive business service firms including both specialist and general management consulting firms, to gain insights into processes of strategic organizational learning. After presenting two brief case studies of knowledge absorption from clients, some implications for knowledge management in various kinds of client relationships are considered. This chapter contributes to the competence-based view of competition by developing a typology of client relationships and an integrative framework that helps to clarify several important types of knowledge absorption opportunities

Clicks vs. Bricks in the Emerging Online Financial Services Industry

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Een strategische analyse van de ontwikkeling van online financiële dienstverlening

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Convergence and Divergence in the European Financial Services Sector: The Pace of Diffusion of Banking Technologies and Regulations in European Financial Environments, and Strategic Behaviour of Incumbent Financial Firms

This paper examines the impact of technical change on European bank costs and profits between 1992 and 2000. The estimates suggest that technological change reduced the total costs of European banks at an average rate of 3.8% per annum. However, technical change reduced profits by 0.45% annually over the same period. As found in an earlier study by Altunbas et al (1999) pure and non-neutral components of technical change appear to have contributed most to the reduction in total cost and the fall in profits. Large banks and commercial banks are found to experience the smallest cost reductions but the largest profit gains from technical change. Banking systems that experienced the smallest cost reductions seem to have experienced the biggest profit gains. In general, the results indicate that technical change can have a differential effect on bank costs and profits. While technology can reduce costs as well as increase the revenue earning capacity of banks it seems that some banks focus on the former and others the latter. Large cost reductions may feed through into poorer service quality and lower earning capacity and this is presumably why those banks that gained the most on the cost side seem to suffer in terms of profitability. Those banks that appear to have small reductions (or increases) in cost as a result of technical change see to gain most in terms of profits. The results suggest that there may be a clear trade-off between how technology is implemented in terms of whether the focus is primarily on cost reduction or revenue (and therefore profits) growth. To a certain extent, our findings confirm the recent findings on US banking of Berger and Mester (2002) who show that reductions in cost productivity between 1991 and 1997 resulted in increases in profit productivity. They argue that banks increased their cost productivity to improve service quality that was reflected in greater profits. Our results suggest a similar finding in that those banks that had the smallest cost reductions resulting from technical advances had the largest profit improvements.financial sector, banking, technological change, diffusion of technology, economic impact, europe

Should top management relocate across national borders?

In today’s increasingly international world, it’s not uncommon for multinational companies to move some element of their headquarters to another country. Here’s how to evaluate the strategic costs and benefits of such decisions

Should top management relocate across national borders?

In today’s increasingly international world, it’s not uncommon for multinational companies to move some element of their headquarters to another country. Here’s how to evaluate the strategic costs and benefits of such decisions