Complex adaptive systems theory and firm product innovativeness

Creating a shared narrative: the use of causal layered analysis to explore value co-creation in a novel service ecosystem

“…Instead of studying different contextspecific variables that make a system complex [51], or examining the value networks between the various actors taking part in the ecosystem [65], the focus of this study was to explore and critique the various stories the ecosystem actors present about the evolution of their value co-creation aims and activities. In doing so, the method of CLA was used to shed light on the multiplicity of institutional arrangements [17,66] that drive change and innovation in the studied service ecosystem.…”

“…as the application of resources (e.g. knowledge and skills) for the benefit of others [47,50,51]. According to S-D logic, the effectiveness and productivity of an organisation are strongly dependent on both (a) the emergence of variables that make the system more complex and the different contexts where these variables can occur and (b) the relationships among the various independent actors involved in the system [52].…”

“…That being the case, this case study offers plenty of opportunities for observing the strategic, operational and transactional relationships within the context of university-industry collaborations [64]: When intertwined and associated with each other, individual institutions may form strong assemblages of institutional arrangements [17] where managing change is not easy. In addition to understanding the context-specific variables that make the system complex [51], it is equally important to succeed in introducing novel concepts and forms that support the multi-actor collaboration. In this particular study, the focus will be on examining the ways to establish sustainable, user-driven and collaborative networks that enhance innovations [65].…”

Acculturative Iconic Product Attractiveness and Marketing Performance

“…Product innovativeness is considered as a key driver for success in the marketplace through a series of key initiatives. That initiatives are ability and success to be the first to market new product and new service, ability and success to be perceived as very novel by customers, ability and success in introducing more innovative product and services, ability and success to be faster in bringing new product and services into the market (Akgün, Keskin, & Byrne, 2014;Avlonitis & Salavou, 2007;Banerjee, 2003;Bayhan, Serinkan, & Arat, 2013;Bicen, Kamarudin, & Johnson, 2014;Boso, Story, & Cadogan, 2013;Molina-Castillo et al, 2011;Rhee et al, 2010;Teece, 2010). Innovativeness is related to develop something novel, attractive, first to the market and hold a potential to attract consumers in the marketplace.…”

Dynamic Rules of Action, Market Knowledge Absorptive Capacity and Firm Innovativeness: An Empirical Analysis

“…the size of a market knowledge base -breadth and depth-and market knowledge tacitness) as the antecedents of employees' market knowledge AC (Jimenez-Castillo & Sanchez-Perez, 2013a), the literature has neglected the importance of dynamic rules of action, which organize employees' behaviors and underlie organizational routines as the antecedent of the employees' market knowledge AC. While researchers, based on the complex adaptive systems theory, emphasize the effect of dynamic rules of action in the forms of emergence (coordinated actions and interdependency among actors and firm product innovativeness) in organizations (Akgün, Keskin, & Byrne, 2014), the role of generative rules on market knowledge AC is specifically unexplored, and there is no systematic framework to explore their relationship in the marketing and organizational literature.…”