Cultivating organizational wisdom for value innovation

Cortez, Roberto Mora; Johnston, Wesley J.

doi:10.1108/jbim-11-2017-0292

Cited by 20 publications

(33 citation statements)

References 69 publications

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“…Collective strategies such as cooperation, alliance or partnership, either through personal contacts or inter-firm agreements, have been the subject of research endeavour in recent years (Blachetta and Kleinaltenkamp, 2018; Crick, 2019; Mora Cortez and Johnston, 2018; Waluszewski et al , 2019). The impact of globalisation and technological advancement over the past 50 years have tremendously encouraged scholarly research on the successful management of inter-firm collaboration (Beamish and Lupton, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

“…To remain competitive, Park et al (2018) contend businesses need to develop and utilise both their personal and business relationships. In this way, businesses acquire limited and valuable resources, jointly develop new products or services and exchange information and expertise (Breznitz et al , 2018; Mora Cortez and Johnston, 2018; Shukla and Akbar, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Regional small businesses’ personal and inter-firm networks

Sharafizad

Brown

2020

JBIM

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Purpose The purpose of this paper is to examine the role of personal and inter-firm networks and the elements that contribute to the formation and management of these networks for regional small businesses. Design/methodology/approach Semi-structured interviews were conducted with 20 small business owners located in regional areas. Findings The findings highlight key characteristics of regional small business owners’ networks. Findings indicated that participants relied strongly on their personal networks for business purposes. This study shows that while personal networks adapted and changed into informal inter-firm networks, weak-tie relations within inter-firm networks were unlikely to develop into close personal networks. Novel findings also include a preference for “regional interactions” and included regular collaboration with local business competitors. Although the participants used social media to manage their business through personal networks, results confirmed there was a lack of awareness of the benefits of inter-firm networks with businesses outside the local region. Originality/value While it is acknowledged small business owners use personal and inter-firm connections to maintain and grow their business, there is a lack of research examining both of these networks in the same study. This research addresses this gap and presents five propositions as a useful direction for future research. This paper adds to the evolution of existing knowledge by expanding understanding of the formation of business networks and conditions of business trust relations within a regional context.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Regional small businesses’ personal and inter-firm networks

Sharafizad

Brown

2020

JBIM

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“…Adopting complexity theory, we confirm empirically that firms that show proactive technical innovation behavior provide a path to organizational learning. Because organizational learning is the natural connection between working and innovating, the composite concept of “learning-in-working” best represents the fluid evolution of organizational learning through the proactive practice of technical innovation (Brown and Duguid, 1991; Mora Cortez and Johnston, 2018). In addition, our results support and reinforce the conclusions achieved in previous studies such as Sosna et al (2010), Lee and Walsh (2016), Kahn (2018) and (Kumar et al, 2018) which stress that practice, the dynamic of implementation and the trial and error involved in the full technical innovation process activate learning mechanisms.…”

Section: Implications and Concluding Remarksmentioning

confidence: 99%

Technical innovation: trigger or threat for organizational learning? A curvilinear relationship revisited

Egea

Bravo

Moreno

et al. 2020

JBIM

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Purpose Although most research considers organizational learning as an antecedent of innovation, the relationship is complex and could be reciprocal. Therefore, more research is needed on the profit gained from the learning and organization acquires from its innovation activities. Using the concept of fit, this paper aims to investigate whether organizational learning increases when an organization’s technical innovation level exceeds that of its competitors (positive misfit), theorizing the curvilinear effect of positive technical innovation misfit on organizational learning. Design/methodology/approach This paper uses regression analysis with survey data gathered from 202 European firms. Findings The findings support the argument that positive technical innovation misfit has an inverted-U shaped effect on organizational learning. Practical implications The findings obtained should orient firm managers to developing a work environment that enables optimal levels of technical innovation and learning – levels at which the technical innovation developed drives learning among the organization’s members but avoids becoming trapped in the organizational complexity involved in very high levels of positive technical innovation misfit. Originality/value This study resolves conflicting views of the relationship between organizational learning and technical innovation and adds to the existing literature that indicates that proactive innovative firms can fail when becoming learners.

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“…Learning that has been accumulated in an organizational setup with regard to customer expectations, experiences and other elements that are essential elements of CS can be used as knowledge capital or wisdom (Cortez and Johnston, 2019). In the long term, the company would benefit by increasing customer loyalty and it would ultimately give businesses a competitive edge (Reichheld and Sasser, 1990; Fornell, 1992; Anderson et al , 1994).…”

Section: Introductionmentioning

confidence: 99%

“…The reason may be related to the fact that the information relating to customers received by these customer-centric organizations may not be retained as OL. If it were, it could be leveraged as knowledge capital or organizational wisdom to satisfy their customers every time, year after year (Cortez and Johnston, 2019). However, while keeping external market peculiarities in mind, a company must develop learning changes that may be in the form of single-loop or double-loop learning (Argyris and Schon, 1997).…”

Section: Introductionmentioning

confidence: 99%

Evaluating the effects of CRM practices on organizational learning, its antecedents and level of customer satisfaction

Kumar

Misra

2020

JBIM

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Purpose The purpose of this research paper is to evaluate the effects of customer relationship management (CRM) practices on the relationship of organizational learning (OL) with customer satisfaction (CS) essentially dealing with industrial and business organizations. Industrial organizations could benefit from this study’s contributions, where the effectiveness of OL and its antecedents is measured over the level of CS in the presence of CRM practices. Design/methodology/approach In investigating the dimension of the relationship between OL and CS, the research paper uses the moderating effect of CRM practices to measure the intensity of the relationship between OL and CS. Thirty-nine European business organizations with an Indian presence were selected and a questionnaire survey was conducted on 308 senior employees and managers to collect the relevant data. Hierarchical regression analysis was used to see the interaction effects of the variables and to test the hypothesis. Findings The research findings reveal that the moderating effect of CRM practices on the relationship between OL and CS is negatively significant and has an effect on increasing or decreasing the level of CS with attempts at OL. Organization size as a moderator between OL and CS was found not significant. This means that the size of an organization cannot affect the direct relationship between OL and CS. Research limitations/implications The study is based on a cross-sectional research design which could limit the generalization after a certain period. This study has tried to remove common method bias by avoiding continuity when taking responses for independent, dependent and moderating variables. Practical implications OL far beyond its conceptual understanding to practical application is relevant to many fields of studies including human resources development, business and marketing, service marketing, education and so on. The study provides a significant contribution in business and industrial marketing areas in making OL and its shared interpretation effective to achieve a greater degree of CS and value creation. Social implications OL, when taken beyond its conceptual understanding to practical application, is relevant to many fields of study including human resources development, business and marketing, service marketing and education. This study provides a significant contribution to business and industrial marketing areas by making OL and its shared interpretation effective in achieving a greater degree of CS and value creation. Originality/value This study is original and unique in establishing the moderating relationship of CRM practices on OL and CS among European business organizations having operations in the Indian business sphere.

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Cultivating organizational wisdom for value innovation

Cited by 20 publications

References 69 publications

Regional small businesses’ personal and inter-firm networks

Regional small businesses’ personal and inter-firm networks

Technical innovation: trigger or threat for organizational learning? A curvilinear relationship revisited

Evaluating the effects of CRM practices on organizational learning, its antecedents and level of customer satisfaction

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