Die Forschung zu organisationaler ambidexterity untersucht die strategische Fahigkeit von Organisationen, ihr vorhandenes Wissen zu nutzen (exploitation) und neues zu generieren (exploration). Um Konflikte aus den beiden Lernmodi zu umgehen, werden in der ambidexterity-Forschung strukturelle und kontextuelle Losungsmoglichkeiten vorgeschlagen. Gegenstand der Fallanalyse ist ein innovatives mittelstandisches Familienunternehmen. Durch die Kopplung zweier Subsysteme (Unternehmen und Familie) gelten Familienunternehmen als kontextuell hybrid. Die Ergebnisse fordern zutage, wie die Familienkultur eine geschutzte Entwicklung radikaler Innovationen ermoglicht (Innovationsinkubator), wahrend die herausragende hierarchische Stellung der Familie im Unternehmen fur die Einhaltung festgelegter Prozesse und die konsequente Generierung von inkrementalen Innovationen sorgt. Es wird gezeigt, wie die Top-Management-Familie mit widerspruchlichen Bezugsrahmen umgeht und Wissensstrome zwischen strukturell getrennten Bereichen verbindet. Zudem zeigen die Daten eine unternehmerische Rolle des Top-Managements, wodurch die in der ambidexterity-Forschung vorherrschende administrative Rolle relativiert wird.

Innovationen im Tourismus : Wettbewerbsvorteile durch neue Ideen und Angebote

Ambidexterity in Familienunternehmen

There are many reasons why European destination management has become a central figure in the tourism sector. Just like in other industries, increased competition is provoking decreasing capacity utilization, overcapacity and cost pressures, especially for traditional destinations (Ullmann 2000, p.51). In fact, these destinations have to compete with new destinations, such as those which have entered the market as a result of eastern enlargement; traditional travel flows are changing (Walder 2007, p.23) The hallmarks of globalized competition include rising mobility, travel experiences and guest requests as well as exotic features and the ability to reach far lying destinations quickly and at more and more reasonable prices (Trasser 2006, p.223). Given that the scope of tourism organizations is expanding, harsh competition for guest travel areas is rampant among providers. Marketing and product development budgets are of course also subject to competition as well as the question who will ultimately present themselves as the most competitive on the market. Therefore, traditional destinations need to rethink their positioning and develop innovative concepts in order to counteract both the declining market shares and the pressure to develop new products. The entirety of the innovations in and around the tourism industry defines a destination’s success in regard to the relative competitive position on the global tourism market (Tschurtschenthaler 2005).

European Destination Management: Challenges for Product and Brand Management

on behalf of the European Commission, DG Enterprise and Industry. INNO makers in adopting appropriate responses to emerging innovation needs, trends and phenomena. It is part of the European Commission's PRO INNO Eur focal point for innovation policy analysis and cooperation. The INNO monitoring (Lot 2) is carried out by empirica GmbH and ICEG European Cent Institut der deutschen Wirtschaft Köln Consult GmbH and Industry.

http://innogrips.empirica.biz/fileadmin/innogrips/documents/01_policy briefs/ig_policybrief_4_disruptive-innovation.pdf

Disruptive Innovation: Implications for Competitiveness and Innovation Policy

I was very delighted when I was asked to write a short portrait of Klaus Weiermair. The first time I met him was in 1991 in Innsbruck, Austria. As a student, I appreciated his lively, fresh, and mo...

Klaus Weiermair: an innovator crossing boundaries

The InnoWellen case study is about stakeholder participation in the innovation process of tourism destinations and its challenges. The web-based idea competition ‘InnoWellen.de’ was created using the crowdsourcing web-platform ‘unserAller’ from the company Innosabi GmbH. On this platform, the public was asked to contribute new ideas on how to make the local swimming pool of Oberammergau more attractive for visitors. The findings of this study show that crowdsourcing can be successfully used to initiate public participation in coming up with innovative ideas on how to transform destinations. The results of this study also show that participation can easily be controlled/regulated through the contents of the tasks given. Yet, there is evidence that people who are more strongly affected by a project would also respond differently, e.g. locals would feel the need to participate in a more comprehensive way rather than just sticking to a specific task. It also shows that crowdsourcing is an especially effective way of determining the various existing interests and the different concerns new stakeholders of a destination have. Lastly, on the basis of this case study, recommendations can be made to optimize the effectiveness of similar crowdsourcing projects.

Innovationen im Tourismus : Wettbewerbsvorteile durch neue Ideen und Angebote

Citations

Ambidexterity in Familienunternehmen

European Destination Management: Challenges for Product and Brand Management

Disruptive Innovation: Implications for Competitiveness and Innovation Policy

Klaus Weiermair: an innovator crossing boundaries

The InnoWellen Case Study: The Use of Web-Based Idea Competitions as a Tool of Stakeholder Participation in the Leisure Industry