Opportunity recognition in a hub-governed network – insights from garage services

Lepistö, Tanja; Mäkitalo-Keinonen, Tiina; Valjakka, Tiina

doi:10.1007/s11365-017-0439-6

Cited by 9 publications

(5 citation statements)

References 30 publications

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“…This study proposes that this phase deserves investigation because, regardless of the hub organization's nature, if an orchestrated innovation network exists, this phase must have occurred. This phase composes the model of Batterink et al (2010) and Lepistö et al (2017).…”

Section: Capabilities and Skillsmentioning

confidence: 99%

“…This new phase extends the responsibility and attributions of the hub organization because it inserts an activity related to the initiation of innovation into the model (Batterink et al, 2010). Although it is the role of the hub organization to identify opportunities, Lepistö, Mäkitalo-Keinonen, and Valjakka (2017) suggest that more studies explore the processes of recognizing opportunities in networks. The hub organization must maintain constant contact with the market and seek opportunities to create, network and implement the orchestration process.…”

Section: Orchestration Of Innovation Networkmentioning

confidence: 99%

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Capabilities and skills to orchestrate innovation networks

Toigo

Wegner

Silva

et al. 2021

INMR

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Purpose This study aims to present a theoretical analysis on the capabilities (at the organizational) and skills (at the individual level) of the hub organization (orchestrator) in an innovation network. Design/methodology/approach The authors conducted literature reviews on the orchestration of innovation networks; and networking capabilities. Findings This study presents a theoretical model and a research agenda. Originality/value In interorganizational relations, a central actor can stand out the role of intentionally creating, extracting and distributing value in the network, generating gains for all members. Literature recognizes this set of intentional and deliberate actions as the “orchestration” of resources in the network. Despite the increasing interest regarding the theme, the phases and specific capabilities for orchestration still lack further investigation.

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Section: Capabilities and Skillsmentioning

confidence: 99%

Section: Orchestration Of Innovation Networkmentioning

confidence: 99%

Capabilities and skills to orchestrate innovation networks

Toigo

Wegner

Silva

et al. 2021

INMR

View full text Add to dashboard Cite

show abstract

“…The third principle, known as pre-commitment, encourages relationship engagement with customers, suppliers, and even prospective competitors to form strategic alliances (Brettel et al, 2012). This principle suggests transparency among stakeholders, which is crucial for knowledge sharing between them (Lepistö, Mäkitalo-Keinonen, & Valjakka, 2019). The fourth principle is flexibility, which suggests that individuals must embrace both positive and negative events (Evald & Senderovitz, 2013).…”

Section: The Effectuation Process In Mncsmentioning

confidence: 99%

“…The extant literature has focused on the application of effectuation in small and medium-sized enterprises and start-ups (Frederiksen & Brem, 2017;Lepistö et al, 2019). These prior studies find that effectuation suits smaller firms due to the challenges faced by their industry (Brettel et al, 2012;McKelvie et al, 2013).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The Corporate Conundrum: How to Blend People and Process towards Firm Performance?

Rathakrishnan

et al. 2021

RBGN

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Purpose -One of the challenges in the business world is maximising effectiveness and firm performance. This study proposes that the right blend of people (with openness to change and self-transcendence values) and process (effectuation) would result in innovative behaviour and firm performance.Theoretical framework -The effectuation process has been found to be useful in promoting innovativeness, especially among small firms whose resources are scarce. This relationship is also true in large firms, although these have more resources and operate in a relatively stable environment.Design/methodology/approach -Using a snowball sampling approach, a total of 206 completed questionnaires were collected online from employees involved in decision making and innovative work processes in multinational companies in Selangor, Malaysia. PLS-SEM was used to analyse the data.Findings -The right people (who are open to change or self-transcendent) blended with the right process (effectuation) were found to positively predict innovative behaviour and firm performance. Effectuation and innovative behaviour also mediated the relationships between individual values and firm performance, suggesting that people and process should coexist to enhance firm performance.Research Practical & Social implications -Effectuation is scarcely practised in large firms. Therefore, we suggest that large firms encourage the use of effectuation through training. As the practice is better received among individuals who are open to change and self-transcendent, these values could also be used as hiring criteria.Originality/value -This study contributes to the literature by analysing the roles of people and process in optimising firm performance, and identifying effectuation and innovative behaviour as mechanisms that link individual values to firm performance.

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“…Causation means entrepreneurs plan a specific future and assemble resources to make this future happen. For instance, by using extensive market information to predict the wants and needs of the future and plan a route towards this future (Lepistö et al, 2019). In contrast, the more uncertainty that is perceived in a certain context, the harder it is to trust on verifiable evidence to predict the future (Nelson et al, 2018;Randerson et al, 2016).…”

Section: Introducing the Concepts Of The Frameworkmentioning

confidence: 99%

Food systems in transition: conceptualizing sustainable food entrepreneurship

Gaast

Leeuwen

Wertheim-Heck

2021

International Journal of Agricultural Sustainability

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This paper presents the sustainable food entrepreneurship framework (SFEF). It aims to further the understanding of the role of entrepreneurship in the sustainability transition of the food system, especially in the context of food system relocalization. The framework conceptualizes sustainable food entrepreneurship as a cyclical ongoing process of change. We argue this enables transcending the behaviour of entrepreneurs and their enterprises and map the ongoing development they fit into. The framework is based on literature reviews and expert interviews in the Dutch city-region of Almere-Flevoland. Theoretically, it expands on effectuation and bricolage theory, i.e. the 'resourcefulness perspective', that centres the socio-material context in the entrepreneurial process. The framework assumes the uncertainty of sustainability incites a cyclical process of change and implores entrepreneurs to reflect on the past before imagining the future. These imagined futures must be fitted to the socio-material context before emerging as artefacts (e.g. products, services or firms), which incites new uncertainties and a new cycle of change. Our framework has implications for policy and science. Its temporal dimension, that accentuates the continuous change entrepreneurship spurs, incites a reevaluation of terms such as 'success' and 'failure'. Moreover, it stresses the importance of intermediary actors in facilitating entrepreneurship.

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Opportunity recognition in a hub-governed network – insights from garage services

Cited by 9 publications

References 30 publications

Capabilities and skills to orchestrate innovation networks

Capabilities and skills to orchestrate innovation networks

The Corporate Conundrum: How to Blend People and Process towards Firm Performance?

Food systems in transition: conceptualizing sustainable food entrepreneurship

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