The innovation meme: Managing innovation replicators for organizational fitness

Voelpel, Sven C.; Leibold, Marius; Streb, Christoph Klaus

doi:10.1080/14697010500036338

Cited by 25 publications

(23 citation statements)

References 10 publications

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“…In the CSX-Tropicana cultural partnership the two companies moved from a costly, adversarial relationship to one of collaborative innovation. In addition to organizational learning theory, Table 1 presents studies relevant to interorganizational cooperative theory and change effectiveness (Damanpour & Gopalakrishnan, 1998;Goodstein & Burke, 1991;Hattori & Lapidus, 2004;Pettigrew, Woodman, & Cameron, 2001;Subramanian & Nilakanta, 1996;Tuominen & Hyvönen, 2004;Voelpel, Leibold, & Streb, 2005;Wisner, 2003). We have grouped the effectiveness of interorganizational change into three categories: innovation, adaptation, and interaction.…”

Section: Effectiveness Of Interorganizational Changementioning

confidence: 99%

“…Applications Effectiveness Goodstein and Burke (1991) Organizational change Adaptation Subramanian and Nilakanta (1996) Organizational downsizing Innovation Damanpour and Gopalakrishnan (1998) Organizational structure Innovation and adaptation Pettigrew et al (2001) Supply chain management Interaction Wisner (2003) Organizational change Innovation Hattori and Lapidus (2004) Case study (CSX and Tropicana) Innovation Tuominen and Hyvönen (2004) Supply chain management Innovation Voelpel et al (2005) Case study (3M) Innovation (Cartwright & Oliver, 2000). Moreover, when the level of integration is high or when partners conduct change and adjustment for the sake of their relationship, then coordination activity will become easier, raising joint productivity (Holm, Eriksson, & Johanson, 1996).…”

Section: Authorsmentioning

confidence: 99%

See 1 more Smart Citation

Generating effective interorganizational change: A relational approach

Fang

et al. 2008

Industrial Marketing Management

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Section: Effectiveness Of Interorganizational Changementioning

confidence: 99%

Section: Authorsmentioning

confidence: 99%

Generating effective interorganizational change: A relational approach

Fang

et al. 2008

Industrial Marketing Management

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“…For example, Pech (2003) is not alone in invoking Blackmore's conceptualisation of memes whilst proposing the 'meme as virus' concept to suggest memes can be managed via a 'meme audit'. Such a perspective contains an internal contradiction which is repeated by Weeks and Galunic (2003), Vos and Kelleher (2001) and Voelpel et al (2005).…”

Section: The State Of Applied Memetic Theorymentioning

confidence: 99%

“…Subsequently, the definition of what a meme is varies from study to study so on each occasion memes are couched in terms which suit the message of the thesis rather than a consensus of what might constitute a putatively real entity. For example, memes might be core elements of culture which are imitated (Voelpel et al, 2005;Weeks and Galunic, 2003), self-replicating ideas or thoughts (Pech, 2003) …”

Section: The State Of Applied Memetic Theorymentioning

confidence: 99%

An extra‐memetic empirical methodology to accompany theoretical memetics

Gill

2012

Int J of Org Analysis

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Purpose: The paper describes the difficulties encountered by researchers who are looking to operationalise theoretical memetics and provides a methodological avenue for studies that can test meme theory.Design/Methodology/Approach: The application of evolutionary theory to organisations is reviewed by critically reflecting on the validity of its truth claims. To focus the discussion a number of applications of meme theory are reviewed to raise specific issues which ought to be the subject of empirical investigation. Subsequently, the empirical studies conducted to date are assessed in terms of the progress made and conclusions for further work are drawn. Findings:The paper finds that the key questions posed by memetic theory have yet to be addressed empirically and that a recurring weakness is the practice of assuming the existence of a replicating unit of culture which has, however, yet to be demonstrated as a valid concept. Therefore, an 'extramemetic' methodology is deemed to be necessary for the development of memetics as a scientific endeavour. Narrative analysis is abducted as an appropriate avenue for the operationalisation of extra-memetic empirical research.Originality/Value: The paper highlights inconsistencies, embedded in much of the memetic literature, which have not previously been recognised and the colloquial nature of the discipline is challenged from a positive but critical perspective. Consequently, the paper develops a rationale for the adoption of a widely recognised social science methodology for memetics which has been absent to date. In proposing narrative orientated research, knowledge concerning memes' validity can be facilitated whilst avoiding the current circularity in memetic truth claims.

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“…Voelpel, Leibold and Streb (2005) mention three basic components of a BM: value proposition for customers, value network configuration to create that value, and returns ensuring the satisfaction of relevant stakeholders and, thus, the sustainability of the business model.…”

Section: Theoretical Background and Research Questionsmentioning

confidence: 99%