scholarly journals Digital technologies, sustainable open innovation and shared value creation: evidence from an Italian agritech business

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Riccardo Rialti ◽  
Anna Marrucci ◽  
Lamberto Zollo ◽  
Cristiano Ciappei
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Value Creation ◽  
Open Innovation ◽  
New Technologies ◽  
Shared Value ◽  
Structured Interviews ◽  
Content Type ◽  
Depth Analysis ◽  
Management Capabilities

Purpose The aim of this research was to explore the mechanisms underpinning open innovation (OI) success and its sustainability in agrifood businesses. First, the authors explored the importance of 4.0 technologies in data collection from crowds, subsequently examining how new technologies might drive forward the development of collaborative strategies with suppliers. Reductions in resource wasting were observed. The role of 4.0 technologies in increasing supply chain sustainability overall was the main focus of the study.Design/methodology/approach This research builds on a single inductive case study method. The authors performed an in-depth analysis of data from an Italian agritech distributor. Data – aside from multiple semi-structured interviews – were collected via several different sources. The results have been summarized in an integrated holistic conceptual framework.Findings The findings show that 4.0 technologies allow for swift information exchanges between consumers, the agritech business and suppliers. As a result, consumers might demand new products and, consequently, the agritech business can arrange new offerings with suppliers, completing the OI and shared value creation circle. Likewise, the possibility of adopting a just-in-time approach of sorts may reduce the wasting of resources. The absorptive capacities and knowledge management capabilities of the agritech business play a fundamental role in OI performance, sustainability and success.Originality/value This research seminally explores how 4.0 technologies and knowledge management techniques can enable OI in agrifood businesses. Additionally, the ways in which OI may foster the development of sustainability-orientated supply chain strategies have been conceptualized.

Knowledge management and open innovation in agri-food crowdfunding

2019 ◽  
Vol 121 (2) ◽  
pp. 242-258 ◽  
Author(s):  
Valentina Cillo ◽  
Riccardo Rialti ◽  
Bernardo Bertoldi ◽  
Francesco Ciampi
Keyword(s):  
Knowledge Management ◽  
Open Innovation ◽  
Hierarchical Regression ◽  
Content Type ◽  
Knowledge Exploitation ◽  
Final Sample ◽  
Knowledge Management Capabilities ◽  
Knowledge Exploration ◽  
Management Capabilities ◽  
The Relationship

Purpose The purpose of this paper is to analyze the relationship between knowledge management capabilities and successful open innovation within agri-food businesses. This particular piece of research focuses on agri-food businesses which utilize crowdfunding platforms. Design/methodology/approach The research adopts a survey-based methodology, which is useful in enhancing the generalization of results. The final sample includes 80 cases for the analysis. The model and the hypotheses were tested through a hierarchical regression model. Findings This research assesses the importance of knowledge management capabilities for successful open innovation in crowdfunding for agri-food businesses. In particular, it emerged that IT-based knowledge exploitation capabilities are enablers of open innovation strategies. Additionally, it emerged that knowledge exploration capabilities can positively mediate the relationship between IT-based knowledge exploitation capabilities and open innovation in the context of agri-food businesses. Originality/value To the authors’ best knowledge, few researchers have explored this topic and, as such, there is a need to better conceptualize this intriguing phenomenon and to provide empirical evidence to support it.

The influence of supply chain leadership and followership on organizational performance

2020 ◽  
Vol 15 (3) ◽  
pp. 333-353
Author(s):  
Pedro Fontoura ◽  
Arnaldo Coelho
Keyword(s):  
Supply Chain ◽  
Organizational Performance ◽  
Value Creation ◽  
Structural Equation ◽  
Equation Modeling ◽  
Shared Value ◽  
Practical Case ◽  
Cross Sectional ◽  
Content Type ◽  
Common Values

PurposeThe purpose of this study is to analyze how supply chain leadership and supply chain followership affect a company's value. Specifically, this will take place through an analysis of transformational leadership and followership behaviors on shared value creation, in order to achieve higher performance and greater alignment of common values.Design/methodology/approachThe study uses a structured questionnaire to gather data from a cross-sectional sample of 456 supply chain partners of the largest Portuguese energy supplier. Structural equation modeling is used to test the proposed hypotheses, and a multigroup analysis is conducted to find out how supplier dependence can impact the suggested relationships.FindingsFindings suggest that supply chain leadership positively impacts supply chain followership, shared value, and common values. Additionally, it was possible to observe that the influence of supply chain leadership and supply chain followership on performance occurs in an indirect way through the mediation of shared value and common values.Research limitations/implicationsThe research considers only one company's suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations.Originality/valueThe study provides a better understanding of the impacts and chain of effects between supply chain leadership and supply chain followership on performance, while considering the role of dependence as a moderating variable. The overall results may support the importance of truly sustainable business leadership capable of promoting shared value creation along the entire supply chain.

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Tehreem Fatima ◽  
Ambreen Sarwar ◽  
Shahid Amin
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Organizational Effectiveness ◽  
Value Creation ◽  
Organizational Outcomes ◽  
Content Type ◽  
And Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

PurposeThe purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.Design/methodology/approachA systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.FindingsIt was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.Originality/valueThe review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure

2020 ◽  
Vol 24 (10) ◽  
pp. 2491-2511 ◽  
Author(s):  
Sushil S. Chaurasia ◽  
Natashaa Kaul ◽  
Babita Yadav ◽  
Dhirendra Shukla
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Open Innovation ◽  
Management System ◽  
Knowledge Management System ◽  
Shared Value ◽  
Content Type ◽  
Body Of Knowledge ◽  
Creating Shared Value ◽  
Different Levels

Purpose This paper aims to identify the prominent themes of open innovation for sustainability (OIS) and establish their inter-relationships. Moreover, it examines the importance of success factors (i.e. knowledge management system, openness and organizational structure) and their configuration for co-creating shared value for OIS in manufacturing micro small and medium enterprises. Design/methodology/approach The first stage of investigation determines the relationship between concepts using the bibliometric technique. The second stage examines predictors (e.g. knowledge management system, openness and organizational structure) that contribute to the desired outcomes (creation of shared value in OIS) through necessary condition analysis. Findings The investigation demonstrates that all three conditions are necessary for (at different levels) creating shared values for OIS. More specifically, the investigation shows that the different levels of creation of shared value outcomes do require organizations to configure organizational interventions at different levels of the knowledge management system, openness and organizational structure. Practical implications To use the concept of open innovation (OI), organizations need to expand their view beyond their existing resource pool and business environment, to include their partners and stakeholders for more inclusivity. Such creation of shared value for OI does require active participation, interaction and collaboration with both manufacturer, retailers and other stakeholders, for developing an insight in creating value for sustainability problem-solving context. Originality/value The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as the antecedent to increase the creation of shared value for sustainability by organizations. The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as an antecedent to increase the creation of shared value for sustainability by organizations.

scholarly journals Managing knowledge boundaries for open innovation – lessons from the automotive industry

2018 ◽  
Vol 38 (1) ◽  
pp. 230-248 ◽  
Author(s):  
Miriam Wilhelm ◽  
Wilfred Dolfsma
Keyword(s):  
Supply Chain ◽  
Automotive Industry ◽  
Open Innovation ◽  
Current Knowledge ◽  
Knowledge Flows ◽  
Longitudinal Case Study ◽  
Structured Interviews ◽  
Organizational Boundaries ◽  
Content Type ◽  
Automotive Supply Chain

Purpose The rising need to innovate and obtain knowledge from more distant knowledge sources calls for new innovation strategies and a better integration of other external actors who lie outside the traditional automotive supply chain. Such an open innovation strategy challenges organizational boundaries both on the firm and supply chain level, yet our understanding of the functioning of such boundaries and how they can be managed to allow for purposive knowledge flows is limited. The paper aims to discuss these issues. Design/methodology/approach In a longitudinal case study, the authors trace the development of the first open innovation network in the German automotive industry over a period of five years based on archival data, semi-structured interviews, and field observations. Findings While the automotive industry is advanced in collaborating with suppliers for innovation, routines for assessing and integrating ideas from sources outside the supply chain are still underdeveloped. The authors show which current knowledge boundaries pose obstacles for open innovation initiatives in this industry, and how they could be mediated through the involvement of gatekeepers. Originality/value The authors challenge and clarify the notion of the “permeability of organizational boundaries” in the open innovation literature and investigate the role of gatekeepers for open innovation.

Internal and external antecedents of open innovation adoption in IT organisations: insights from an emerging market

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Gabriele Santoro ◽  
Aisha Sarwar ◽  
Anna Claudia Pellicelli
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Open Innovation ◽  
Media Use ◽  
Social Media Use ◽  
Content Type ◽  
Media Technologies ◽  
Knowledge Management Capabilities ◽  
Management Capabilities ◽  
The Impact

Purpose This study aims to propose and test a theoretical model exploring the impact of internal and external factors of social media use by IT organisations on open innovation (OI) adoption with the mediating effect of knowledge management capabilities. Design/methodology/approach Data were collected from 200 IT firms and partial least squares structural equation modelling was used to analyse the data of this study and to test the research hypotheses. Findings The results revealed that both customer involvement in social media and top management support (TMS) for social media had a significant impact on OI adoption. However, only the relationship between TMS for social media usage and OI link was mediated by knowledge management capability. Practical implications This study stresses the importance of social media policy development for business managers to create an interactive platform for their customers to participate in the activities of the firm. Moreover, the results suggest that for developing open knowledge management capabilities, leaders must focus on and support the use of social media technologies by the firms. Originality/value Social media technologies have taken the world by storm. Organisations and individuals are influenced by the knowledge available on Web 2.0 platforms. Most of the current research has focussed on the impact of social media use on OI in developed countries, but developing nations on the Asian continent have been left out of this discussion. Moreover, while most studies have focussed on the OI outcomes, less efforts have been directed towards understanding and exploring the OI antecedents.

Integrating strategic CSR and open innovation. Towards a conceptual framework

2018 ◽  
Vol 14 (4) ◽  
pp. 950-966 ◽  
Author(s):  
Maria Teresa Roszkowska-Menkes
Keyword(s):  
Value Creation ◽  
Open Innovation ◽  
Social Innovation ◽  
Shared Value ◽  
Open Approach ◽  
Content Type ◽  
Strategic Csr ◽  
Corporate Social Innovation ◽  
Corporate Social ◽  
Inside Out

Purpose This conceptual paper aims to investigate the link between open innovation (OI) processes (outside-in, inside-out and coupled) and strategic corporate social responsibility (CSR) focusing on shared value creation. In doing so, it aims at progressing the theory of OI and CSR. Design/methodology/approach The paper is of theoretical character. It adopts the contribution proposed by CSR (strategic CSR and corporate social innovation) and OI literature and is organized around two research questions: What is the link between strategic CSR and OI processes (outside-in, inside-out and coupled)? How do companies can capture value from their open corporate social innovation processes? Stakeholder theory has been chosen as a theoretical framework for the study. Findings The paper identifies four themes describing the relationship between strategic CSR and OI: employee engagement, external stakeholder engagement, CSR-driven selective revealing and open approach to corporate social innovation. The analysis of the themes led to the formulation of four propositions serving as building blocks for a conceptual model of open shared value creation process. The model explains bidirectional relationship between strategic CSR and OI processes and presents the mechanisms, in which firm by implementing OI practices to its CSR strategy captures the proportion of value from a value created for its stakeholders. Originality/value This is one of the first, if not the first, papers discussing the link between CSR and three OI processes.

A paradigmatic model for shared value innovation management in the supply chain

2020 ◽  
Vol 12 (1) ◽  
pp. 142-166
Author(s):  
Ebrahim Rasti Borazjani Faghat ◽  
Naser Khani ◽  
Akbar Alemtabriz
Keyword(s):  
Supply Chain ◽  
Design Methodology ◽  
Innovation Management ◽  
Similarity Index ◽  
Shared Value ◽  
Structured Interviews ◽  
Value Innovation ◽  
Content Type ◽  
Reducing Costs ◽  
Intervening Factors

Purpose The purpose of this paper is to propose a paradigmatic model for shared value innovation management in the supply chain. This research seeks to identify the causal conditions, strategies, contextual factors, intervening factors and the consequences of shared value innovation in the supply chain. Design/methodology/approach The approach of this research is qualitative and has been carried out in the framework of the grounded theory. Required data for the research was collected through semi-structured interviews. Coding was done in two steps and the reliability of the results of the research was confirmed by calculating the similarity index of codes by two methods. Findings The proposed framework is presented in the form of a paradigmatic model and demonstrates how to achieve shared value innovation through increasing adoption with customer considerations, improving communication between supply chain members, improving collaboration among supply chain members, enhancing trust among supply chain members, enhancing the commitment of the supply chain members, enhancing supply chain members’ interdependence while maintaining their independence and simultaneously reducing costs. The results of the analysis showed that the shared value innovation leads to positive consequences such as increasing competitive abilities, human development, synergy, inclusive growth and development and also the sustainability of the business situation. Originality/value Although some studies have shown the importance of value innovation in different parts of the organization and to some extent the introduction of shared value innovation, no research has been done to provide a framework or model for managing shared value innovation.

Value creation drivers in a secondary buyout – the acquisition of Brenntag by BC Partners

2014 ◽  
Vol 6 (3) ◽  
pp. 278-301 ◽  
Author(s):  
Ann-Kristin Achleitner ◽  
Christian Figge ◽  
Eva Lutz
Keyword(s):  
Value Creation ◽  
Private Equity ◽  
Single Case ◽  
Secondary Data ◽  
Structured Interviews ◽  
Content Type ◽  
Early Exit ◽  
Management Incentives ◽  
Exit Route ◽  
Depth Analysis

Purpose – The purpose of this paper is to identify specific drivers of value creation in secondary buyouts. While this type of private equity deal has risen in importance in recent years, it is not yet well understood. Through an in-depth analysis of the acquisition of Brenntag by BC Partners, we develop propositions on the value creation profile of secondary buyouts. Design/methodology/approach – We use a single case study design to explore the information-rich context of a secondary buyout. The Brenntag case epitomizes the development of a company from forming part of a large conglomerate to being private-equity owned after the primary and secondary buyout, to its final disposition of public listing. Our analysis is based on ten semi-structured interviews with key protagonists and observers, as well as analysis of primary company data and additional secondary data sources. Findings – We propose that even if the investment management and monitoring skills of the primary and secondary private equity group are similar, there is still potential to realize operational improvements in a secondary buyout, due to either early exit of the primary private equity group or measures that further enhance management incentives. In addition, the Brenntag case shows that low information asymmetries can lead to higher leverage and that opportunities for multiple expansions are limited in secondary buyouts. Originality/value – While a secondary buyout has become a common exit route in recent years, we are the first to undertake an in-depth case analysis of a secondary buyout. Our study helps researchers and practitioners enhance their understanding of drivers behind the value creation profile of secondary buyouts.

Knowledge management enterprise and RFID systems

2015 ◽  
Vol 38 (1) ◽  
pp. 44-66 ◽  
Author(s):  
Pedro M. Reyes ◽  
William J. Worthington ◽  
Jamie D. Collins
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Radio Frequency Identification ◽  
Specific Knowledge ◽  
Resource Based View ◽  
Content Type ◽  
Corporate Strategies ◽  
Frequency Identification ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose – The purpose of this study is to explore the investment of supply chain technology-to-performance path relationship through the lens of the resource-based view (RBV) as illuminated by the organizational learning literature. Design/methodology/approach – This study surveyed top-level managers who are registered members of the Council of Supply Chain Management Professionals. Findings – Using factor analysis and OLS regression on 300+ supply chain professionals, this study confirms that investments in both enterprise- and radio frequency identification (RFID)-specific knowledge management (KM) tools yield substantial benefits to the firm’s knowledge management system (KMS) which is the dependent path to higher supply chain performance. Research limitations/implications – This sample was taken with supply chain professionals who are more likely to value supply chain investments as part of their responsibility. Practical implications – The authors believe that the empirical study on supply chain investment from a resource-based perspective will contribute to the ongoing RBV theoretical discussions while providing insights for practitioners in the realm of supply chain investment. Originality/value – Every investment in supply technology should be driven by an understanding of the inextricably inter-connectedness of knowledge management capabilities and the firm’s ability to effectively implement its corporate strategies. By emphasizing the inter-connection between knowledge management and supply chain technology investments, firms improve their potential for developing a competitive advantage.

Sign in / Sign up

Export Citation Format

Share Document