Mobilizing organizations for innovation and value creation: an integrated model of the mobile company

Abstract

PurposeThe purpose of the article is to provide managers and academics alike with valuable insights into how global organizations are able to manage innovation by the organization‐wide mobilization of knowledge resources.Design/methodology/approachThis paper is the result of an eight‐year in‐depth theoretical and practical research process mainly undertaken within Siemens AG, and is based on a total of 68 expert interviews conducted with distinguished experts in related fields. Consisting of three phases, the research stretched from analyzing the interrelation of mobility and innovation and deducing case studies towards the development of an integrated model of a mobile company.FindingsIn order to leverage on innovation as one of the most important sources of competitiveness and business success, organizations have to abandon outdated organizational models and engage into mobilizing their knowledge resources.Originality/valueThe results of this in‐depth work can be applied to the reality of a global business, networked across organizations, people, borders and cultures. By providing proof of the impact of people and business processes' mobility on knowledge creation, this article shows how to mobilize organizations for innovation and, consequently, value creation by suggesting an advanced organizational model called the “MOBILE company”.

Information Technology Components and Their Role in Knowledge Management for Product Design

“…Previous studies on the effect of creating knowledge on product designs have confirmed that knowledge management is a fundamental factor for firm success [19]; thus, we arrive at the following hypothesis.…”

Exploring how complex solution-based capabilities (CSC) are developed and integrated in engineering companies

“…We argue that this perspective focuses on a holistic and integrated organisation thinking which happens at the organisational level through creative thinking approaches such as brainstorming, organisational support and climate at a broader level, but these are performed with greater efficiency that adds value to the firm's products or service (Racela, 2014). Voelpel et al (2006) suggested that a value-creation process consists of six key elements comprising orientating, believing, implementing, leveraging, expanding and mobilising. In developing CSC organisational elements, they are not assigned to individual processes such as marketing, operations and finance, rather the process involves a high level of interaction between different departments and teams, customers and suppliers (Morelli, 2003;Wallin, Parida and Isaksson 2015).…”

“…In developing CSC organisational elements, they are not assigned to individual processes such as marketing, operations and finance, rather the process involves a high level of interaction between different departments and teams, customers and suppliers (Morelli, 2003;Wallin, Parida and Isaksson 2015). It also includes knowledge about innovation itself and how to implement it together with knowledge about other business issues such as knowledge about relevant technology, the local market and regulations (Voelpel et al 2006). To have a consistent and systematic approach to developing integrated solutions, engineering-based companies must have a life cycle view to offer inclusive activities (Laosirihongthong, Prajogo and Adebanjo 2014;Wallin, Parida and Isaksson 2015) apart from just the after-sale services.…”

“…Interviewees also indicated that it is unlikely for individuals to see the whole picture of the solution development process and take the advantage to its full potential within the life cycle of a project or during the period of business proposal development. The very asymmetrical flow of creativity in terms of knowledge and money, for example, raises a strategic performance issue 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 (Amit and Zott, 2001;Voelpel et al 2006;Nair and Boulton, 2008). This case study reveals that both a programme management approach involving managing projects together with an organisational approach concerning solution centres such as ESS and ESC in the case study companies would provide a platform and a number of mechanisms to encourage risk-taking and creative activities, to accommodate entrepreneurial failures and to balance between project profiting and learning.…”

“…Others focus on materialising specific innovations, such as New Product Development, Service Innovation and Complex Project Execution, and see problem-solving for customers as a bolt-on process (Spina et al 2002;Nilsson-Witell et al 2005;Smart, Bessant and Gupta 2007;Goffin and New, 2001;Stock and Tatikonda, 2004;Voelpel et al, 2006). This approach tends to consider innovation as performance-oriented.…”