Managing strategy through business process

The work presented in this paper, following an in depth review of literature, developed a set of requirements for a Dynamic Strategy Management Process. Having evaluated the existing strategy management frameworks, models, methodologies, tools and techniques, the research concluded that although all approaches reviewed collectively met all the requirements, individually none of the approaches fulfilled all of these requirements. To fulfil these dynamic strategy management process requirements, PROPHESY (Process Oriented Performance Headed Strategy) was developed. The paper describes in some detail, the evaluation of the PROPHESY process and demonstrates its application through a case study. The paper concludes that strategy should focus on creating value that is independent for each business unit. This means developing horizontal strategies that have objectives of co-ordinating business processes and developing objectives that encourage the sharing of resources and skills

Human capital, social capital and innovation outcome: A systematic review and research agenda

Many previous studies investigate the effect, process and the performance of innovation. However, the relationship between human capital (HC), social capital (SC), and innovation outcome is still limited. Therefore, this paper aims to present a systematic literature review on identifying the relationship between HC, SC, and innovation outcome over the past three decades (1985-2016). This review also identifies the gaps and future agenda. From 43 relevant papers, we find positive and negative effect of HC and SC to innovation. As well as, we identify the knowledge management orientation, entrepreneurial orientation and culture orientation as the driver of innovation outcome. Finally, we construct the conceptual framework that would be a starting point of strategy development in innovation management to attain the competitive advantage

Fit Among Business Strategy, Strategy Formality, and Dynamic Capability Development in New Product Development

Taking new product development (NPD) as the unit of analysis, this study, based on strategic fit approach, investigates the effects of NPD strategy formality and dynamic capabilities (sensing, seizing, and reconfiguring) on NPD performance for different business strategy types (prospectors, analyzers, defenders). The sample of the study includes 203 companies from nine countries: Australia, Denmark, Finland, Norway, the Netherlands, Slovakia, Portugal, Spain, and Turkey. The study finds that a formal NPD strategy is an important driver of NPD performance for all companies regardless of the strategy pursued. Of the dynamic capabilities, sensing capabilities have significant performance effects for all strategy types. Seizing capabilities have stronger effect on NPD performance for prospectors and analyzers, than for defenders while reconfiguring capabilities is a driver of performance only for defenders. Furthermore, dynamic capabilities explain NPD performance above and beyond strategizing, irrespective of the strategy pursued. © 2016 European Academy of Management

Strategic alignment and new product development: Drivers and performance effects

Strategic alignment is widely accepted as a prerequisite for a firm's success, but insight into the role of alignment in, and its impact on, the new product development (NPD) process and its performance is less well developed. Most publications on this topic either focus on one form of alignment or on one or a limited set of NPD performance indicators. Furthermore, different and occasionally contradictory findings have been reported. NPD scholars have long argued for the importance of fit between context and NPD activities. However, this body of literature suffers from the same weakness: most publications have a limited scope and the findings are not always consistent with results reported previously. This study addresses these deficiencies by examining (1) the effects of various internal and external factors on different forms of alignment, and (2) the effects of these forms of alignment on a set of NPD performance indicators. Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore, technological and NPD-marketing alignment affect NPD performance positively, while market alignment does not have any significant performance effects. © 2012 Product Development & Management Association

How Can Firms Locate Proactive Strategic Flexibility in Their New Product Development Process?: The Effects of Market and Technological Alignment

This study examines proactive decision-making and design flexibilities in new product development (NPD) as critical forms of strategic flexibility. The conceptual framework identifies market and technological alignment as drivers of proactive strategic flexibility, and examines their association with strategic NPD performance and fit with market demands. The model is tested using data collected from a sample of 103 European manufacturing firms. The results suggest that market and technological alignment are important in developing proactive decision-making and design flexibilities, which in turn have significant effects on strategic NPD performance and NPD fit with market demands. Overall, the study will help managers develop a better understanding of key similarities and differences in proactive strategic flexibility practices and decide how to allocate resources to achieve market and technological alignment supporting their NPD activities. The paper provides novel insights into proactive strategic flexibility in NPD, its alignment with market and technological environments, and its effects on product development performance

The Influence of Organizational Competences and Service Strategies on the Type of Innovation: Case Studies of Call Centres

No abstract available

Linking Market Based and Resource Based Strategies Through Business Processes

No abstract available

Exploring the Implementation of the Ambidextrous Organization through Collaborative Crowdsourcing Technology

No abstract available

Appropriation Mechanism for Innovation Ambidexterity: a Longitudinal Study of a High-Tech SME

Recognition of the firm’s tendency toward continuous innovation search has given rise to concepts enabling adaptiveness, exploitative and exploratory innovation. Excessive focus on exploration or short term benefit obtained by exploitation both fail to establish adaptiveness to the requirements of technological turbulence brought by Industry 4.0. Neither of these options alone promotes organisational longevity. To move beyond competency and failure traps requires an ability to accommodate exploration and exploitation of technology through innovation ambidexterity. Using the ambidextrous organisation theory, this study aims to examine how a high-tech small and medium enterprise (SME) adapts and successfully manages continuous innovation over time. A single, longitudinal case study which took place in 2009 – 2017 forms the methodological basis of the qualitative inquiry presented in this paper. We will tell the story of Linn Products Ltd., one of Scotland’s most successful SMEs, which managed to continuously innovate and stay adaptive in a highly competitive market against major global competitors such as Sony, Apple, and Sonos. This study extends ambidexterity theory by identifying new constructs such as avoiding obsolescence trap, network assisted exploration, compatibility with organisational purpose, reframing competency recognition towards digital skills and past experience, future-proofing via modularity and upgradability as appropriation mechanisms underpinning innovation ambidexterity