Showing papers by "Henk W. Volberda published in 2014"
TL;DR: In this article, the authors present the findings of a longitudinal study of a large corporation's transition to a new business model in the face of a major transformation in the ICT industry brought about by Cloud computing.
Abstract: This paper presents the findings of a longitudinal study of a large corporation's transition to a new business model in the face of a major transformation in the ICT industry brought about by Cloud computing. We build theory on the process of business model innovation through a qualitative study that investigates how an established firm organizes for an emerging business model. Contrary to previous findings that presented spatial separation as the optimal structural approach for dealing with two competing business models, our findings indicate a need for recursive iterations between different modes of separated and integrated structures in line with the emergent nature of strategic intent toward the new business models. Our analyses reveal strategy formation to be a collective experimental learning process revolving around a number of alternative strategic intentions ranging from incremental evolution and transformation to complete replacement of the existing business model. Given the fundamental differences in the nature and requirements of those alternative intents, iterations between different structural modes and differing combinations proved to be crucial in enabling the organization to make transition to the new business model.
211 citations
01 Jan 2014
TL;DR: A longitudinal study of a large corporation's transition to a new business model in the face of a major transformation in the ICT industry brought about by Cloud computing reveals strategy formation to be a collective experimental learning process revolving around a number of alternative strategic intentions.
Abstract: textThis paper presents the findings of a longitudinal study of a large corporation's transition to a new business model in the face of a major transformation in the ICT industry brought about by Cloud computing. We build theory on the process of business model innovation through a qualitative study that investigates how an established firm organizes for an emerging business model. Contrary to previous findings that presented spatial separation as the optimal structural approach for dealing with two competing business models, our findings indicate a need for recursive iterations between different modes of separated and integrated structures in line with the emergent nature of strategic intent toward the new business models. Our analyses reveal strategy formation to be a collective experimental learning process revolving around a number of alternative strategic intentions ranging from incremental evolution and transformation to complete replacement of the existing business model. Given the fundamental differences in the nature and requirements of those alternative intents, iterations between different structural modes and differing combinations proved to be crucial in enabling the organization to make transition to the new business model.
201 citations
TL;DR: In this article, the authors propose that top management team (TMT) shared leadership is an important enabler of organizational ambidexterity. And they examine both how and when TMT shared leadership enhances organizational ambidesterity by considering two TMT processes as mediators (i.e., cooperative conflict management style and decision-making comprehensiveness) and two elements of organizational structure.
Abstract: This study proposes top management team (TMT) shared leadership as an important enabler of organizational ambidexterity. Moreover, we examine both how and when TMT shared leadership enhances organizational ambidexterity by considering two TMT processes as mediators (i.e., cooperative conflict management style and decision-making comprehensiveness) and two elements of organizational structure (i.e., connectedness and centralization of decision making) as important contingencies. We test our moderated mediation framework using time-lagged data from a cross-industry sample of 202 firms. We discuss how our findings extend strategic entrepreneurship, ambidexterity, and leadership research and provide implications for practice. Copyright © 2013 Strategic Management Society.
170 citations
TL;DR: In this article, a co-evolutionary framework of management innovation is proposed to integrate the generation, diffusion, adoption, and adaptation phases of the management innovation process at the organizational, inter-organizational and macro level.
Abstract: Despite the mounting evidence that innovation in management can fuel competitive advantage, we still know relatively little about how firms introduce new ways of managing. The goal of this introductory essay—and the Themed Section it introduces—is to advance this knowledge. To this end, we first synthesize the main developments in the field of management innovation and show that the field has branched into four main theoretical perspectives (rational, institutional, international business, and theory development perspectives). We then address the fragmentation issue that emerges from our review by proposing a co-evolutionary framework of management innovation that takes into account the dynamic and multilevel nature of the concept; we thus integrate the generation, diffusion, adoption, and adaptation phases of the management innovation process at the organizational, inter-organizational and macro level. Our integrative framework also addresses the role of human agency (managerial intentionality of internal and external change agents) and makes a distinction between three types of management innovations (new to the world, new to the organization and adapted to its context, and new to the organization without adaptation). Furthermore, we discuss the contributions of the studies included in the Themed Section and identify several avenues for future research that we consider priorities for driving the further development of the field.
125 citations
01 Jan 2014
TL;DR: The authors investigated how existing firms are able to innovate their business model, e.g., by introducing a new business model for the first time, and showed that it is difficult to do so.
Abstract: Attention to business models has flourished over the last decade in the strategy literature. However, few scholars have investigated how existing firms are able to innovate their business model, ei...
29 citations
TL;DR: In this paper, a large-scale survey among 1,200 senior officers was conducted to investigate how modular organizing and organizational sensing have influenced the responsiveness of the Netherlands armed forces for crisis response deployment.
Abstract: Purpose – Crisis management entails among other things developing organizational systems that are capable of reacting to unpredictable and different types of crises. It also involves designing cohesive operational elements to deal with the local dynamics of an actual crisis situation. This challenge of responsiveness – where organizations simultaneously need to react to change demands of different task environments – has hardly been investigated in management theory. The purpose of this paper is to initiate to shed more light on this blind spot. Design/methodology/approach – Modular organizing and organizational sensing are introduced as key drivers of organizational responsiveness. Based on a large-scale survey among 1,200 senior officers the study investigates how these two variables have influenced the responsiveness of the Netherlands armed forces for crisis response deployment. Findings – The findings indicate that the level of modularization is an important facilitator of organizational responsivene...
3 citations
01 Jan 2014
TL;DR: In this article, the authors argue that managerial cognition plays an important role in explaining the firm's effective response to environmental dynamism, and evidence suggests that firms may cope with environmental change well.
Abstract: Prior research contends that managerial cognition plays an important role in explaining the firm’s effective response to environmental dynamism. However, evidence suggests that firms may cope with ...
3 citations
01 Jan 2014
TL;DR: In this article, the authors synthesize these results and provide empirical support for a general, moderate, and positive effect of strategic flexibility on firm performance, and find that strategic flexibility indirectly affects financial performance through its positive effects on innovation capability and superior market position.
Abstract: It is axiomatic that strategic flexibility is a key success factor in generating competitive advantage. Despite this maxim, often peddled in the normative literature, empirical studies have produced inconsistent results for the strength and direction of this relationship. We synthesize these results and provide empirical support for a general, moderate, and positive effect of strategic flexibility on firm performance. Moreover, we find that strategic flexibility indirectly affects financial performance through its positive effects on innovation capability and superior market position, and that strategic flexibility has a negative direct effect on financial performance. Importantly, the meta-analytic evidence also indicates that the strategic flexibility-performance relationship depends on measurement methods, the research context, and certain environmental characteristics. Exploratory analyses regarding the antecedents of strategic flexibility reveal many meaningful differences to the predominant expectations in prior research. Overall, our results provide the necessary nuance to discerning the specific antecedent and consequential effects of strategic flexibility, thereby providing valuable implications for managers, and outlining a research agenda for future inquiries.
2 citations
04 Jan 2014
TL;DR: Henk W. Volberda Inleiding Vanaf halverwege de jaren ’90 is er een toenemende aandacht voor het fenomeen "businessmodel" as mentioned in this paper.
Abstract: Henk W. Volberda Inleiding Vanaf halverwege de jaren ’90 is er een toenemende aandacht voor het fenomeen ‘businessmodel’. Hoewel wetenschappers (nog) geen uniforme definitie hebben van een businessmodel (vgl. Zott en Amit, 2007; McGrath, 2010) kunnen een aantal gemeenschappelijke kenmerken worden gedestilleerd: Een businessmodel analyseert hoe waardecreatie plaatsvindt en hoe een bedrijf die zich toe-eigent, en het maakt inzichtelijk hoe de bedrijfsactiviteiten en hun onderlinge relaties bijdragen aan de concurrentiestrategie.