scholarly journals Dark open innovation in a criminal organizational context: the case of Madoff’s Ponzi fraud

2018 ◽  
Vol 56 (6) ◽  
pp. 1445-1462
Author(s):  
Paul Manning ◽  
Peter John Stokes ◽  
Max Visser ◽  
Caroline Rowland ◽  
Shlomo Yedida Tarba
Keyword(s):  
New York ◽  
Open Innovation ◽  
Organizational Context ◽  
Organizational Innovation ◽  
Single Case ◽  
Wide Spectrum ◽  
Social Capital Theory ◽  
Human Flourishing ◽  
Content Type ◽  
Secondary Sources

PurposeThe purpose of this paper is to investigate the processes of open innovation in the context of a fraudulent organization and, using the infamous Bernie L. Madoff Investment Securities fraud case, introduces and elaborates upon the concept of dark open innovation. The paper’s conceptual framework is drawn from social capital theory, which is grounded on the socio-economics of Bourdieu, Coleman and Putnam and is employed in order to make sense of the processes that occur within dark open innovation.Design/methodology/approachGiven the self-evident access issues, this paper is necessarily based on archival and secondary sources taken from the court records ofMadoff v. New York– including victim impact statements, the defendant’s Plea Allocution, and academic and journalistic commentaries – which enable the identification of the processes involved in dark open innovation. Significantly, this paper also represents an important inter-disciplinary collaboration between academic scholars variously informed by business and history subject domains.FindingsAlthough almost invariably cast as a positive process, innovation can also be evidenced as a negative or dark force. This is particularly relevant in open innovation contexts, which often call for the creation of extended trust and close relationships. This paper outlines a case of dark open innovation.Research limitations/implicationsA key implication of this study is that organizational innovation is not automatically synonymous with human flourishing or progress. This paper challenges the automatic assumption of innovation being positive and introduces the notion of dark open innovation. Although this is accomplished by means of an in-depth single case, the findings have the potential to resonate in a wide spectrum of situations.Practical implicationsInnovation is a concept that applies across a range of organization and management domains. Criminals also innovate; thus, the paper provides valuable insights into the organizational innovation processes especially involved in relation to dark open innovation contexts.Social implicationsIt is important to develop and fully understand the possible wider meanings of innovation and also to recognize that innovation – particularly dark open innovation – does not always create progress. The Caveat Emptor warning is still relevant.Originality/valueThe paper introduces the novel notion of dark open innovation.

Innovating Elite Undergraduate Education through Quality Continuous Improvement

2013 ◽  
pp. 1754-1789
Author(s):  
Kam Hou Vat
Keyword(s):  
Curriculum Reform ◽  
Undergraduate Education ◽  
Open Innovation ◽  
Organizational Context ◽  
Local Community ◽  
Organizational Innovation ◽  
Organizational Transformation ◽  
Scale Up ◽  
Lessons Learned ◽  
The University

This chapter investigates a mechanism of organizational innovation serving to make sense of a maturing university community involving educational executives, academic staff, and students in the occasion of a new campus development, starting in the year 2009 and realizing in the year 2013, under the auspices of a national policy benefiting the long-term development of higher education in the Macau Special Administrative Region (Macau SAR) of China. It is understood that the university as a public institution should not be operated like a business enterprise, running on profit-making initiatives; yet, without the enterprising context, the transformation of the existing infrastructure could hardly be innovated effectively, especially regarding the productivity of its staff, both academic and administrative. As a university with a staff count of less than 1000 and a history of close to thirty years, the University of Macau (UM) is ready to steward an elite undergraduate education marked by a quality learning experience that could become her branding value in the immediate future. The question is how innovatively UM could scale up in this opportunistic growth to excel for the local community. This case study is aimed to investigate from the perspective of a learning enterprise, a reflective way of forward thinking to record the author’s observation and interpretation of what is entailed in this process of upbringing a relatively young university in this age-old city, Macau, famous for its rich heritage of East (Chinese) meeting West (Europeans – Portuguese). Of specific interest is the proper context of open innovation in university governance for organizational transformation. The chapter examines the accountability framework for undergraduate curriculum reform and by treating the electronic transformation (e-transformation) as one of the open innovation strategies, the chapter explores the e-transformation of the university environment, based on holistic concerns of the campus community. The challenge is to identify the organizational context of innovation, which lies in the realm of electronic governance (e-governance), referring mainly to the decisions that define expectations, enable empowerment, and verify performance of the systems in support of community engagement and shared responsibilities in campus development, providing a sense-making perspective to interpret what is entailed in the organizational innovation of the university in this precious occasion of campus relocation. In practice, the lessons learned behind the e-transformation of the learning enterprise should benefit all walks of our local community, including the community of the small and medium sized enterprises (SMEs).

Knowledge co-creation in Open Innovation Digital Platforms: processes, tools and services

2019 ◽  
Vol 34 (7) ◽  
pp. 1434-1447 ◽  
Author(s):  
Tindara Abbate ◽  
Anna Paola Codini ◽  
Barbara Aquilani
Keyword(s):  
Open Innovation ◽  
Single Case ◽  
Future Research ◽  
Case Study Method ◽  
Content Type ◽  
Digital Platforms ◽  
Innovation Intermediaries ◽  
Innovation Platform

Purpose The purpose of this paper is to understand how Open Innovation Digital Platforms (OIDPs) can facilitate and support knowledge co-creation in Open Innovation (OI) processes. Specifically, it intends to investigate the contribution of OIDPs-oriented to successfully implement all the phases of interactive coupled OI processes. Design/methodology/approach The paper carries out an exploratory qualitative analysis, adopting the single case study method. The case here investigated is Open Innovation Platform Regione Lombardia (OIPRL). Findings The case study sheds light on how OIPRL supports knowledge co-creation through its processes, tools and services as a co-creator intermediary. In its launch stage, the platform simply aimed at giving firms a tool to “find partners” and financial resources to achieve innovative projects. Now, however, the platform has developed into an engagement platform for knowledge co-creation. Research limitations/implications One limitation lies in the particular perspective used to perform the case study: the perspective of the digital platform itself. Future research should focus on the individuals engaged in the platform to better investigate the processes, tools and services used to implement the OI approach. Practical implications The paper suggests ways in which OIDPs could be used by firms for effective exploration, acquisition, integration and development of valuable knowledge. Originality/value The study conceptualizes the role of OIDPs in shaping knowledge co-creation, assuming that the platforms act as Open Innovation Intermediaries (OIIs). Specifically, OIDPs can be observed to function as “co-creator intermediaries” that define, develop and implement dedicated processes, specific tools and appropriate services for supporting knowledge co-creation activities.

The role of different stakeholders in destination development

2016 ◽  
Vol 71 (1) ◽  
pp. 67-76 ◽  
Author(s):  
Raija Komppula
Keyword(s):  
Life Cycle ◽  
Single Case ◽  
Historical Review ◽  
Primary Data ◽  
Sources Of Information ◽  
Content Type ◽  
Secondary Sources ◽  
Review Reports

Purpose This paper aims to highlight the crucial role of individual people, entrepreneurs and other stakeholders in the development of a tourist destination during its life cycle. The purpose is to increase our understanding of individual actors as contributors to leadership and development of tourism destinations. Design/methodology/approach An intrinsic case study of a Finnish ski resort, Ruka, is presented. The primary data consist of 16 narrative interviews. Secondary sources of information such as a history book and a historical review, reports and Web pages have been used as well. Findings The study suggests that the leadership in a destination is attributed to individuals. It is the charismatic entrepreneurs, business managers, municipality and influential politicians that may take control of the leadership at the destination. Being local enhances the sense of identity with the place and facilitates a cooperative atmosphere between actors. Finally, the roles of stakeholders and aspects of the leadership of a destination may vary along the destination life cycle. Research limitations/implications As this paper presents a single case study in a Finnish context, the findings cannot be, and are not meant to be, generalized. Rather, the findings present an example of an exception to the mainstream destination management and governance literature. Originality/value The paper fills the research gap noted by Kennedy (2014) and presents an in-depth study analysing the role of different stakeholders in destination leadership.

Making sense of expatriation

2015 ◽  
Vol 13 (3) ◽  
pp. 267-284 ◽  
Author(s):  
Luisa Helena Pinto ◽  
Regina Caldas
Keyword(s):  
Organizational Context ◽  
Single Case ◽  
Secondary Data ◽  
Data Sources ◽  
Background Information ◽  
Primary Data ◽  
Sense Making ◽  
Content Type ◽  
Corporate Influence ◽  
New Research

Purpose – The purpose of this study is to examine how international workers engage into and make sense of expatriation and how sense-making enacts further action. Design/methodology/approach – Given the corporate influence over expatriation, empirical data were collected from a single case study organization, a well-established Portuguese retail company. The primary data sources were the in-depth interviews with 13 international workers, while other secondary data sources included company documents that provided the background information required to understand the interviewees and describe the organization. The experiences of expatriation through the accounts and stories of these workers were subject to thematic content analysis. Findings – The findings demonstrate that international workers act as sense-makers and sense-givers vehicles about expatriation. By doing so, they enact a plausible and dominant story that ultimately bounds the perception of divergent cues and limit their own action. While this ongoing dialogue between expatriation meaning and action can raise organizational actors’ capacities to negotiate and influence further meaning and action, it also validates existing practices and generates further compliance. Originality/value – Despite being limited to a single organizational context, this study offers a contextualized approach to the study of expatriation that complements earlier research and highlights sense-making dynamics and related outcomes, further extending the applications of the sense-making perspective. This study suggests new research avenues exploring the politics and negotiation bonds from which expatriation sense-making can emerge as well as the opportunities for disruptive sense-making.

Implementing the Gantt chart in Europe and Britain: the contributions of Wallace Clark

2015 ◽  
Vol 21 (3) ◽  
pp. 309-327 ◽  
Author(s):  
Daniel A. Wren
Keyword(s):  
New York ◽  
Public Sector ◽  
World War I ◽  
Scientific Management ◽  
New York University ◽  
Content Type ◽  
Gantt Chart ◽  
Secondary Sources ◽  
Budgetary Control ◽  
Financial Requirement

Purpose The purpose of this paper is to trace the European and British activities of Wallace Clark and his consulting firm with public sector agencies and private firms implement Henry L. Gantt’s chart concept. Design/methodology/approach Archival records and secondary sources in English and French. Findings Developed to meet the shipbuilding and use needs for the Great War (World War I), the Gantt chart was disseminated through the work of Wallace Clark during the 1930s in numerous public sector and private organizations in 12 nations. The Gantt concept was applied in a variety of industries and firms using batch, continuous processing and/or sub-assembly lines in mass production. Traditional scientific management techniques were expanded for general management, such as financial requirement through budgetary control. Clark and his consulting firm were responsible for implementing a managerial tool, the Gantt chart, in an international setting. Research limitations/implications Some firms with which Clark consulted could not be identified because the original records of the Wallace Clark Company were disposed of by New York University archival authorities. Industries were identified from the writings of Pearl Clark and Wallace Clark, and some private or public organizations were discerned from archival work and the research of French and British scholars. Originality/value This is the first study of the diffusion of a managerial tool, developed in America by Henry L. Gantt, into Europe and Britain through the contributions of Wallace Clark.

The significance of knowledge sharing platforms for open innovation success

2019 ◽  
Vol 32 (5) ◽  
pp. 496-516 ◽  
Author(s):  
Wissal Ben Arfi ◽  
Rickard Enström ◽  
Jean Michel Sahut ◽  
Lubica Hikkerova
Keyword(s):  
Knowledge Sharing ◽  
New Product Development ◽  
Open Innovation ◽  
Joint Venture ◽  
Single Case ◽  
Deep Understanding ◽  
Product Development Process ◽  
Content Type ◽  
Performance Results

Purpose The purpose of this paper is to contribute to the theoretical background on how organizational change (OC) enhances open innovation (OI) processes and enables a company to reach performance results through implementing knowledge sharing platforms (KSPs). The authors aim to better understand and investigate how the changes introduced by the implementation of KSPs impact the OC and facilitate the OI process. Design/methodology/approach In this paper, an exploratory longitudinal single case study based on a variety of data sources is used: participant observations, focus group discussions and semi-structured interviews with the KSP members and top managers of a Tunisian SME operating in the dairy products sector. The open-ended responses were subsequently exposed to thematic discourse analysis. Findings The case study findings deeply explore and investigate a company’s experience in implementing OCs when using a joint-venture alliance with a French leader to develop OI. Central to this exhibit is the nature and magnitude of the knowledge sharing between the parties in the OI process, and the significant impact it had on the consumers’ reception of the new products. The outcomes show that due to the sharing of external research and development skills, the creation of the KSP has been an incentive for significant changes and customer targeting and for promoting internal absorptive capacity, minimizing complexity, uncertainty and risks and reaching performance results. Originality/value This paper provides a deep understanding of the new product development process and offers a holistic approach with respect to KSP practices. The significant impact on the consumers’ first response and the subsequent adaption of an industrially produced cheese as a subsidiary product to an existing artisan quality product are examined in this study. Examining the implementation of an OI process, this research is one of the few studies revealing the shortcomings of a former process and a subsequent adaption of a newly successful one that targets the consumers in a MENA country.

Understanding users’ contribution in open innovation communities: a social capital perspective

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tao Zhou
Keyword(s):  
Social Capital ◽  
Open Innovation ◽  
Structural Equation ◽  
Social Capital Theory ◽  
Equation Modeling ◽  
Capital Theory ◽  
Content Type ◽  
The Social ◽  
Social Capital Perspective ◽  
Innovation Community

Purpose As users often lack the motivation to contribute their ideas and knowledge in open innovation communities, it is necessary to identify the determinants of users’ contribution. This paper aims to examine users’ contribution in open innovation communities based on the social capital theory. Design/methodology/approach The authors collected 474 valid responses from a survey and adopted structural equation modeling (SEM) to conduct data analysis. Findings The results indicated that social interaction, which includes informational and emotional interaction, has a significant effect on social capital, which in turn affects users’ contribution. Research limitations/implications The results imply that companies need to facilitate users’ interactions and develop social capital to promote their contribution in open innovation communities. Originality/value Although previous research has found the effect of individual motivations such as perceived benefits and behavioural control on innovation community users’ behaviour, it has seldom considered the effect of social capital embedded within the social relationship networking. This research tries to fill the gap and the results disclosed the mechanism underlying open innovation community users’ contribution.

Engineer-centered enterprise and context-based knowledge: the sources of Chinese competitiveness in grid equipment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qunhong Shen ◽  
Ziying Jiang ◽  
Kaidong Feng
Keyword(s):  
Developing Countries ◽  
Organizational Innovation ◽  
Single Case ◽  
Chinese Firms ◽  
Content Type ◽  
Complex Product ◽  
Power System Control ◽  
Product Systems ◽  
Industrial Sectors ◽  
Complex Product Systems

Purpose The purpose of this study is to explore the competitive source of Chinese firms in an industrial sector of complex product systems. It helps to reveal the organizational innovation developed by Chinese firms in coping with international competition and technological challenges. Design/methodology/approach The study uses a qualitative method of research. The evidences are mainly collected through interviews, field observation and document analysis. Findings A pattern of engineer-centered organization is the source of competitiveness of Nanrui (NR) Electric (NREC) in this study. The firm equips its front project teams, and now its overseas branches with developmental human resources and authorizes them the power of decision-making to leverage R&D projects. It is an emerging challenge to the traditional multi-national companies (MNC) pattern, and enables the Chinese firms to build their capabilities on context-based knowledge. Research limitations/implications As a single-case study paper, there are limitations about the external validity of its argument. Through the in-depth discussion of the NREC case, this paper aims to generate some clues for future study in the relevant academic community, which can be a useful step to formal theorizing and modeling. That is why the authors develop the paper on a single case. As future directions of research, comparative studies covering more cases not only within the power system control and protection industry but also among different complex technology products industrial sectors are really needed. Practical implications For innovative firms from developing countries like China, they need to develop institutional arrangements to incentivize engineers in the frontline, which may help them to build competence upon successful interaction with customers. During the era of globalization, such a pattern may generate special competitiveness over giant multi-nationals or global production networks (GPNs). Originality/value The research provides an instructive case on the Chinese rise in industrial sectors of complex product systems. Its findings can not only provide enlightenment for industrial catch-up in developing countries through organizational innovation but also help to initiate a reconsideration of the traditional theorizing of MNC and GPN.

When TM strategy is not self-evident

2019 ◽  
Vol 57 (5) ◽  
pp. 1204-1222
Author(s):  
Mickael Naulleau
Keyword(s):  
Business Strategy ◽  
Organizational Context ◽  
Single Case ◽  
Organizational Factors ◽  
Content Type ◽  
Organizational Conditions ◽  
Management Board ◽  
Organizational Issues ◽  
Congruence Analysis ◽  
One Year

Purpose The purpose of this paper is to contribute to the talent management (TM) and talentship literature by exploring the key organizational conditions required to design a sustainable TM strategy. Design/methodology/approach The author carried out a one-year action research with the management board of a mid-sized French company that sought to implement a TM strategy. Immersion in the phenomenon studied allowed inductive exploration of a TM strategy design from the outset of its formulation and conceptualization. Data were collected from observations, interviews and focus groups with different stakeholders (management board, managers and employees) involved in TM strategy project, and were analyzed from a congruence model to interpret a posteriori the key organizational issues affecting TM strategy. Findings The findings highlight the need to go beyond simple TM alignment to business strategy, as talentship asserts. They offer an overview of key organizational issues influencing TM strategy: organizational inputs such as environment, history and identity, along with organizational components such as critical tasks, people, structure, management and culture and their mutual influences and dynamics. The lack of congruence among these key organizational factors hinders the ability to conceptualize, formulate and design TM strategy successfully. Research limitations/implications Due to its exploratory nature and the fact that it consists of a single case, this study encourages further contributions to the TM and talentship literature on organizational issues affecting TM strategy in other contexts. It also suggests a complementary approach with the decision-making literature to explore the conceptualization stage and the influences of managers involved in TM strategy more deeply. Practical implications The paper suggests an organizational diagnosis on organizational conditions and capabilities for designing TM strategy based on congruence analysis used in this case. It also proposes in addition to the talentship approach and congruence analysis, when key organizational conditions are met, a five-step process for guiding managers in making sounder decisions during TM strategy conceptualization. Originality/value The paper sheds light on key organizational conditions required to design TM strategy that have been overlooked in the TM and talentship literature. It thus questions the apparent practicability of TM strategy in any organizational context.

scholarly journals Delivering open innovation promises through social media

2018 ◽  
Vol 39 (6) ◽  
pp. 21-28 ◽  
Author(s):  
Pierre-Jean Barlatier ◽  
Emmanuel Josserand
Keyword(s):  
Social Media ◽  
Open Innovation ◽  
Success Factors ◽  
Single Case ◽  
Low Cost ◽  
Energy Transition ◽  
Full Potential ◽  
Single Case Study ◽  
Content Type

Purpose This paper aims to explore how social media can be used strategically for delivering the promises of open innovation and examines the types of structure that can foster the integration of these new tools with more classic top-down innovation approaches. Design/methodology/approach A single case study of, ALPHA (pseudonym), a multinational company that combined an integrated strategy and the creation of a lean structure with the full potential of social media. Findings To take on the challenges of energy transition, ALPHA has implemented a low-cost approach allowing it to harness the promises of open innovation. This combined the introduction of a lean structure, two social media platforms and processes that ensured the integration of open innovation activities with existing departments. Research limitations/implications The research is based on a single case study. Further research should be conducted to establish the generalization of the results. Practical implications This paper highlights the key success factors in making such a light approach successful, namely, controlling cost and disruption of open innovation; integration matters; leveraging complementarities with existing social media initiatives; and bottom-up adoption. Originality/value The research provides a unique approach that can be practically implemented to leverage social media to deliver the promises of open innovation and offers an original way of integrating social media lead innovation and open innovation strategies with more classic R&D activities.

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