Showing papers by "Henk W. Volberda published in 2017"

Boards of directors and organizational ambidexterity in knowledge-intensive firms

Abstract: We examine the relation between boards of directors’ knowledge heterogeneity and organizational ambidexterity (OA) (ie simultaneous exploration and exploitation) in knowledge-intensive firms (KIFs) Although the literature on OA has started to emphasize its antecedents, the role of the board remains unaddressed This is an important omission, as boards have become increasingly involved in strategy-making In turn, studies on boards have looked at their influence on either exploration- or exploitation-type strategies Yet, KIFs particularly need to balance both exploration and exploitation to renew their knowledge base We draw on knowledge-based perspectives to disentangle the benefits and costs of board knowledge heterogeneity for driving OA in KIFs Our empirical analysis based on a longitudinal panel of UK pharmaceutical firms provides support for our hypothesized U-shaped relation Our findings suggest that the benefits of knowledge heterogeneity only outweigh the costs beyond a particular t

Reinventing Business Models: How Firms Cope with Disruption

Abstract: Although research on business model innovation is flourishing internationally, important questions on the 'how', 'what', and 'when' of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of 'how' firms can innovate their business model, 'what' kind of levers management should work on, and 'when' management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don'ts for business model innovation.

Management and Organization Review Special Issue ‘Business Model Innovation in Transforming Economies’

Abstract: Transforming economies such as the BRIC countries – Ex-Soviet Republics, or Eastern European countries – share national aspirations of becoming innovation economies. These aspirations have stimulated a push for entrepreneurship and experimentation with new ways of doing things. This has created a fascinating context for research on business model innovation, relating to the way incumbent firms adapt their business models or come up with entirely new models. Similarly, new business models may be originated by start-up companies that often are challenging and leapfrogging the ‘tired’ old business models or simply invent new ones. However, research that specifically explores indigenous business model innovation in the context of these transforming economies is still in its early stages. The MOR special issue on ‘ Business Model Innovation in Transforming Economies ’ aims to address this gap by soliciting research uncovering successful new business models that is indigenous to these economies, as they transition to becoming innovation economies themselves and contribute to strategy and management theory development.

How ports create strategic value for their country

Abstract: Authorities of leading ports face two interrelated strategic challenges. The first is to contribute to the international competitive position of the port. This competitive position is usually indicated by a port’s market share with respect to its captive region in terms of volumes of containers and/or bulk goods handled. The second challenge, which is the focus of this chapter, is to contribute to the international competitive position of the region or country where the port is situated. This is particularly important for port authorities that are public organisations or, when corporatised, whose shares are (partly) held by a local, regional and/or national government. These port authorities are expected to improve the possibilities of organisations situated within and outside the port area to benefit, from an internationally competitive stance, from the port.