Modeling detoxification treatment relationships: a longitudinal case study from Finland

2014 ◽  
Vol 14 (2) ◽  
pp. 67-75
Author(s):  
Anita Virta ◽  
Jaana Tähtinen
Keyword(s):  
Process Model ◽  
Dyadic Interaction ◽  
Theory Approach ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Resultant Data ◽  
Time Work ◽  
Development State ◽  
The Relationship

Purpose – The purpose of this paper is to describe an episodic detoxification treatment relationship as a complex dyadic interaction. Design/methodology/approach – The paper is inspired by a grounded theory approach. The first author worked in the field at a Finnish detoxification center in the autumn of 2007, 2008, and 2009. The resultant data have been analyzed thematically to form a process model. Findings – An empirically grounded process model consisting of four states; an initiation state, a fading state, a development state, and an ending state. Each state may include events enabling the process to progress and others that hinder it. Originality/value – By focussing on an under-studied view of relationships, as dyadic, mental and behavioral, and successful and failing, the model highlights the complexity of the treatment. Furthermore, the model can be used to allocate resources (time, work) to the process states in which they are most needed to aid the success of the relationship.

Factors influencing knowledge creation and innovation in an organisation

2005 ◽  
Vol 29 (2) ◽  
pp. 135-147 ◽  
Author(s):  
Mireille Merx‐Chermin ◽  
Wim J. Nijhof
Keyword(s):  
Knowledge Creation ◽  
Process Model ◽  
Explanatory Power ◽  
Innovation Process ◽  
Added Value ◽  
Learning To Learn ◽  
Content Type ◽  
Knowledge Organisation ◽  
The Relationship

PurposeThe purpose of this study is to gain a better understanding of the factors that influence the innovative power of organisations. The concept of innovation and innovative power was examined by analysing the relationship between the construct of the learning organisation, knowledge organisation and innovative organisation, and has resulted in an innovation process model. This model consists of three processes: knowledge creation, innovation and learning to learn. The factors that might influence this cycle are: added value for stakeholders, leadership, climate, structure and strategic alignment.Design/methodology/approachThis is an exploratory study that was conducted at Océ Technologies in The Netherlands.The case study consisted of a qualitative and a quantitative stage and comprised a selection of two innovation projects separated in time. The purpose of the first phase was to collect information about the innovation spiral, through interviews with members of three divisions in each innovation process. After this, a survey was designed and sent to all employees and managers of the three divisions involved in the two innovation cases.FindingsOn the basis of a data analysis, factors explaining variance in terms of innovation, learning and knowledge creation were identified. If innovation is discontinuous, the innovation spiral is not valid; if innovation has a strength in critical reflection on cases from the past to mould the future, the model has some explanatory power.Research limitations/implicationsUsing a survey technique to retrieve data from a current innovation experiment has a set of possible risks like maturation, forgetting, selection and a different context. Reflection and reconstruction, however, are the only possible means to achieve this. A case study does not guarantee generalisation of results.Originality/valueBy studying the model and the factors that can influence them, organisations understand that it is necessary to integrate their initiatives in organisational learning, knowledge creation and innovation for the benefit of the organisation, to find a better way to adjust to discontinuous change and finally gain innovative power.

scholarly journals A start-up in interaction with its partners

IMP Journal ◽  
2016 ◽  
Vol 10 (1) ◽  
pp. 50-80 ◽  
Author(s):  
Tamara Oukes ◽  
Ariane Raesfeld von
Keyword(s):  
Longitudinal Case Study ◽  
Content Type ◽  
The Past ◽  
Focal Firm ◽  
Start Up ◽  
Process And Outcome ◽  
Start Ups ◽  
The Relationship ◽  
Practical Implications

Purpose – Start-ups are companies that are not yet embedded in a pre-existing network of relationships. Studies that researched how start-ups act in their relationships focused on just one type of action and assumed that start-ups are autonomous in how they choose to act. However, organisational action in relationships is both interactive and dynamic. Therefore, the purpose of this paper is to investigate how a start-up interacts with its partners over time. Design/methodology/approach – The research aim is addressed through a longitudinal case study of a start-up in the medical device business. It was analysed how this start-up and its six key partners acted and reacted during 18 interactions episodes, what triggered these actions and what the outcomes of their actions were. In addition, the researchers explored if and how the subsequent episodes were related. Findings – First, the case shows that the past and the future affect current episodes. Second, it shows that action was triggered by both internal and external events which could expand or constrain opportunities for future interactions. Third, the findings show that there was a pattern in the interaction modes used during the relationship. Fourth, the findings show that the initial mode of interaction was often imitated by the counterparty. Finally, it is shown that there are clear links between the trigger, interaction process and outcome in an interaction episode. Research limitations/implications – The results indicate that besides the focal firm, partners should always be actively and directly involved in any research into organisational action. Moreover, action in relationships should be characterised as a dynamic process that is in a state of continual change. Practical implications – Managers of start-ups: can influence the outcomes of their relationships through their actions; have to react to both opportunities and conflicts in their relationships; can rely on their network to solve conflicts; and should closely consider their own actions and their counterparty’s actions. Originality/value – The research is valuable because it studies the interactive and dynamic nature of start-ups’ action in relationships.

A Process Model of Internal and External Legitimacy

2013 ◽  
Vol 34 (3) ◽  
pp. 345-376 ◽  
Author(s):  
Israel Drori ◽  
Benson Honig
Keyword(s):  
Process Model ◽  
Organizational Legitimacy ◽  
Longitudinal Case Study ◽  
Organizational Evolution ◽  
Different Types ◽  
The Relationship

We report the results of a longitudinal case study depicting the relationship between internal and external legitimacy at Orion, an emergent creative professional firm. We address the following questions: How do different types of legitimacy emerge, and how do they interact to shape organizational evolution? Introducing a staged process model, we demonstrate that organizational legitimacy is a product of action, which is continually reproduced and reconstructed by members of an organization in concert with external legitimation activities. Internal and external legitimacy evolve through a process of emergence, validation, diffusion and consensus, sometimes recursively repeating the cycle when imbalances result in conflict and friction.

Is culture change a fad? Driving business results at Penna, ten years on

2014 ◽  
Vol 13 (3) ◽  
pp. 123-126
Author(s):  
Bev White ◽  
Gary Browning ◽  
Javier Bajer
Keyword(s):  
Culture Change ◽  
Design Methodology ◽  
Organizational Context ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Business Results ◽  
Sustainable Culture ◽  
Systemic Interventions ◽  
Successful Business

Purpose – Ten years ago Penna, the global HR services group, needed a radical business and culture re-invention if it was to survive. This article aims to tell the story behind Penna's journey and describe how a sustainable culture change intervention became the cornerstone of a successful business. Design/methodology/approach – This case study is the result of an initial ethnographical research followed by concrete and systemic interventions. Findings – The case study identifies four elements that sustained the business impact of a culture change program over a significant period of time. Originality/value – This longitudinal case study follows a culture change program in an organizational context over a period of ten years.

Cooperative behaviour and place branding: a longitudinal case study in Italy

2016 ◽  
Vol 19 (2) ◽  
pp. 156-172 ◽  
Author(s):  
Chiara Rinaldi ◽  
Alessio Cavicchi
Keyword(s):  
Geographical Area ◽  
Place Branding ◽  
Cooperative Behaviour ◽  
Longitudinal Case Study ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Methodology ◽  
As Relationship

Purpose This paper aims to understand the motivations driving cooperative behaviour between heterogeneous stakeholders in place-branding activities, focusing on contract-based and relation-based cooperation constructs. Design/methodology/approach The longitudinal case study method is used to help understanding how the investigated network has evolved over four years from an attempt to build a regional umbrella-brand to a network contract between 13 enterprises. Findings The findings suggest that the relationships of trust and shared values among stakeholders are essential to foster cooperation, but also that contract-based governance complements a relation-based governance, enhancing the performance of the alliance. Research limitations/implications The main limitation is related to the case study methodology, as results are strongly dependent on the specific characteristics of the stakeholders and the geographical area analysed. Social implications The role of stakeholders in building a place brand is increasingly important. When analysing cooperative behaviour drivers, more attention should be paid to such intangible assets as social, human, relational and organisational capital. Originality/value This longitudinal case study emphasises that for success in place-branding activities, contract-based cooperation can be particularly useful at the beginning of a network alliance, while relation-based cooperation ensures the strength and continuity of the partnership but it takes time to develop. Responsible leaders, working as relationship facilitators/enablers, are important to keep network members engaged, by creating trust and favouring mutual beneficial relationships between stakeholders.

Learning during developing and implementing new bank offerings

2005 ◽  
Vol 23 (1) ◽  
pp. 54-72 ◽  
Author(s):  
Eric Stevens ◽  
Sergios Dimitriadis
Keyword(s):  
Learning Strategies ◽  
Qualitative Methodology ◽  
Development Process ◽  
Development Project ◽  
Longitudinal Case Study ◽  
Learning Mechanisms ◽  
Content Type ◽  
Development Processes ◽  
Informal Development

PurposeKnowledge of the management issues for developing new bank offerings efficiently is limited. Furthermore, recent research suggests that organisational learning can contribute greatly to the success of innovation projects. The aims of this paper are to provide a detailed description of the development process of a new financial product and to identify learning actions that may contribute to its effectiveness.Design/methodology/approachReports findings from a qualitative, longitudinal case study of a well‐known French bank.FindingsThe results revealed an informal development process consisting of a sequence of issues to solve and decisions to make.Research limitations/implicationsThough observations fit with the theoretical model, the findings cannot be generalized due to the use of a qualitative methodology. Thus, selecting a development project that brings variance to the scope and degree of innovativeness could enrich the observed learning mechanisms. Second, as services are very heterogeneous, further research should be done on the development processes of different new services, for example standardised versus customised. Third, mechanisms of adoption or avoidance of learning procedures remain to be explored extensively. Understanding the reasons of choice and adoption of learning strategies according to the environment and nature of the project could lead to further managerial recommendations.Practical implicationsImplications for banks to encourage learning during innovation are discussed and several opportunities for further research are suggested.Originality/valueAn informal development process is revealed, consisting of a sequence of issues to solve and decisions to make. Multiple learning actions and strategies are identified that enhance process effectiveness and efficiency.

Purchasing behaviour and supplier base evolution – a longitudinal case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anna Dubois ◽  
Lars-Erik Gadde ◽  
Lars-Gunnar Mattsson
Keyword(s):  
Design Methodology ◽  
Longitudinal Case Study ◽  
Short Term ◽  
Supplier Relationships ◽  
Content Type ◽  
Research Findings ◽  
Purchasing Behaviour ◽  
Time Periods

Purpose The purpose of the paper is to describe and analyse the evolution of the supplier base of a buying firm and the reasons behind these changes. Design/methodology/approach The paper is based on a case study of the changes over 52 years in a sub-set of the supplier base of a firm manufacturing fork-lifts. Findings The study shows that some relationships feature substantial longevity. However, the duration of one-third of the total relationships is shorter than five years. There was considerable variation over time in the dynamics of the supplier base in terms of entries and exits of suppliers. Owing to this variation, research findings and conclusions in short-term studies are heavily dependent on the specific conditions at the time of the study. Finally, no less than one-fourth of the terminated supplier relationships were reactivated later. Research limitations/implications The study was designed in a time when purchasing was considered entirely from the perspective of the buying firm. Further studies, therefore, must increasingly emphasise the role of suppliers and the interaction in the buyer–supplier relationships, as well as the embeddedness in networks. Originality/value The findings of the study are unique in two ways. First, they are based on systematic observations over more than 50 years. Second, the study involves the purchases of 11 components representing different technical and economic features. The (few) previous studies are based on much shorter time periods and involves fewer suppliers/components. Moreover, the findings regarding re-activation of terminated relationships represent unique contributions.

University social responsibility and empathy in organizations during COVID-19 pandemic in Brazil

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mariane Lemos Lourenço ◽  
Mara Rosalia Ribeiro Silva ◽  
Rafael Santana Galvão Oliveira
Keyword(s):  
Social Responsibility ◽  
Secondary Data ◽  
The Elderly ◽  
Online Classes ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Methodology ◽  
Psychological Assistance ◽  
The Relationship

Purpose The purpose of this paper is to analyze the relationship between empathy and social responsibility (SR) practices in a university organization in Brazil during the COVID-19 pandemic in 2020. Design/methodology/approach The research was qualitative, using case study methodology. The case study was about the Brazilian organization Ânima Educação, which is the greatest among the five largest publicly traded education companies in Brazil. Secondary data collection and content analysis was carried out. Findings As emotional response toward the problems caused by the pandemic, the company's leadership adopted an empathic behavior, allowing traces of its empathic culture to emerge. Empathy was expressed through the implementation of SR practices aimed at workers (policy of not firing in the first two months of the pandemic), at students (provision of technological apparatus, online classes, physical/psychological assistance and negotiation of late fees) and at the society (assistance to the elderly). Originality/value It was concluded that empathy can be taken as the emotional motivator for companies to engage in SR practices, especially in extreme circumstances in society, as the economic and health challenges that the world is experiencing with the COVID-19 pandemic nowadays. SR practices, in turn, can foster even more empathy in organizations, mobilizing leaders and their respective groups in the creation and implementation of new practices, thus demonstrating that the relationship between empathy and SR practices is a “two-way street.”

Understanding the influence of technological capability and exogenous pressure on business model dynamics: insights from a longitudinal case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jingqin Su ◽  
Shuai Zhang ◽  
Huanhuan Ma
Keyword(s):  
Business Model ◽  
New Technology ◽  
Innovation Process ◽  
Technological Capability ◽  
Future Research ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Research Stream ◽  
Over Time

PurposeThe purpose of the study is to explore how technological capability and exogenous pressure interactively influence business model (BM) dynamics over time in new technology-based ventures.Design/methodology/approachThe study adopts a longitudinal case study of the BM innovations of a Chinese financial technology venture. The structural approach and temporal bracket are used to analyze and theorize the data.FindingsThe findings indicate that distinct contextual changes impel a firm to refine or abandon existing BMs over time. In different stages, the antecedents interactively influence BM dynamics with three successive patterns, namely pressure dominance, parallel influence and hybrid influence. While both antecedents trigger changes during the initiation and implementation of new BMs, they also serve as the filter and the enabler, respectively, during the ideation and integration of BMs.Research limitations/implicationsThe study inductively develops three propositions regarding the relationship between BM dynamics and its antecedents, which is based on the data collected from one single firm. Future research should test the propositions in other domains and take more cross-level antecedents into consideration.Originality/valueThe study contributes to the nascent research stream of BM dynamics by offering in-depth insights into the interaction of internal and external antecedents and by linking the differentiated roles of antecedents to the BM innovation process. The research offers some practical implications for new technology-based ventures seeking to develop BMs in a fast-changing environment.

The combination of different open innovations: a longitudinal case study

2019 ◽  
Vol 13 (2) ◽  
pp. 342-362
Author(s):  
Xiaodong Yuan ◽  
Xiaotao Li
Keyword(s):  
New Product Development ◽  
Open Innovation ◽  
Point Of View ◽  
Longitudinal Case Study ◽  
Key Factors ◽  
Content Type ◽  
Strategic Direction ◽  
Different Types ◽  
Innovation Capacity

Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

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