The field of strategic human resource management (HRM) has a long and rich tradition. As a prelude to our description of the field's history, we provide an expansive definition of strategic HRM scholarship and offer an aspirational framework for strategic HRM scholarship that captures the multidisciplinary nature of the field. We then systematically review and critique three decades of strategic HRM theory and research, paying particular attention to the value of HRM systems as management tools for influencing a wide variety of outcomes of concern to internal (employees and their managers) and external (owners, customers, society, other organizations) stakeholders. In support of continued advancement of the empirical knowledge base of strategic HRM, we encourage new research that embraces systems thinking, more fully addresses the concerns of multiple stakeholders, and strives for greater practical usefulness by addressing significant problems such as managing innovation and environmental sustaina...

An Aspirational Framework for Strategic Human Resource Management

http://liu.diva-portal.org/smash/get/diva2:1362739/FULLTEXT01

Digital servitization business models in ecosystems : A theory of the firm

The digital age has seen the rise of service systems involving highly distributed, heterogeneous, and resource-integrating actors whose relationships are governed by shared institutional logics, standards, and digital technology The cocreation of service within these service systems takes place in the context of a paradoxical tension between the logic of generative and democratic innovations and the logic of infrastructural control Boundary resources play a critical role in managing the tension as a firm that owns the infrastructure can secure its control over the service system while independent firms can participate in the service system In this study, we explore the evolution of boundary resources Drawing on Pickering's (1993) and Barrett et al's (2012) conceptualizations of tuning, the paper seeks to forward our understanding of how heterogeneous actors engage in the tuning of boundary resources within Apple's iOS service system We conduct an embedded case study of Apple's iOS service system with an in-depth analysis of 4,664 blog articles concerned with 30 boundary resources covering 6 distinct themes Our analysis reveals that boundary resources of service systems enabled by digital technology are shaped and reshaped through distributed tuning, which involves cascading actions of accommodations and rejections of a network of heterogeneous actors and artifacts Our study also shows the dualistic role of power in the distributed tuning process

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Distributed tuning of boundary resources: the case of Apple's iOS service system

OVERVIEW:As the creator of the Stage-Gate® process, I am often asked, “What's next after stage-gate?” For years, I've not had an answer. Now, we're seeing new approaches emerging from progressive companies that represent a new generation of idea-to-launch processes. In some cases, it's an evolution of Stage-Gate to a better, faster model; in other firms, its closer to a revolution, moving to a very different system. But there is anything but unanimity as to what the next generation idea-to-launch system should be. This article looks at what leading firms are doing to move beyond their current idea-to-launch methodology and tries to integrate these practices into a next-generation system.

/pdf/what-s-next-after-stage-gate-wyoftb3urn.pdf

What's Next?: After Stage-Gate

This article provides insight into how some groups achieve extraordinary levels of creativity by reconsidering the collective process through which new ideas develop. Previous research has been premised on a model in which idea generation stimulated by divergent input increases the variance in ideas a group generates and therefore increases the chance that one of the group's ideas will be a radical, breakthrough creative product. In contrast, I present a dialectical model in which the integration of group members' perspectives (which I label creative synthesis) is the foundation for new ideas. I propose that the process of creative synthesis improves the chance that each of a group's ideas is a breakthrough. I elaborate the process facilitators of creative synthesis and the implications of the dialectical model for understanding extraordinary group creativity. Creative synthesis provides an alternative way for groups to combine their cognitive, social, and environmental resources into extraordinary output.

Creative Synthesis: Exploring the Process of Extraordinary Group Creativity

“Design Tomorrow’s Enterprises” Upstart technologies and lightning-fast implementation drive various new business models that are radically altering industries and commerce. Just look at how Apple’s iPod has revolutionized the music industry, how Skype has turned the telecommunications field upside down and how Grameen Bank has “popularized microlending” as a new form of finance. A business model – defined as “the rationale of how an organization creates, delivers and captures value” – can launch an entrepreneur’s new idea or readjust the thrust of an existing company. The Swatch Group is a case in point: Previously specializing in high-end watches, the Swiss company diversified into the production of the low-priced Swatch line of watches in response to Asian rivals. The Swatch Group has thrived in both the upper and lower segments of its market largely because it chose to serve these segments by using different business models. Swatch is an example of a company that manages not just one but a “portfolio” of business models. Constructing a Business Model Strategizing an innovative business model, a process which sometimes can resemble structured chaos, demands a fresh approach to creativity. The “Business Model Canvas” delivers a framework for focused brainstorming and staff inspiration. Major companies such as Ericsson, IBM and Deloitte have adopted it for their “business model generation.” The Business Model Canvas provides a flexible template for capturing the nine essential parts of a business model. The “canvas” is usually a large piece of paper with sections “In today’s climate, it’s best to assume that most business models, even successful ones, will have a short lifespan.” “A business model can best be described through nine basic building blocks that show the logic of how a company intends to make money.”

Business Model Generation

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Y.R. Storch Rudall

Papers

Business Model Generation

Steve Jobs: The Exclusive Biography

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