Journal of Business Strategy最新文献

{"title":"Healthcare startups compete in new digital spaces: the lure of virtual specialties","authors":"Justin Jahn, S. Bohnet-Joschko","doi":"10.1108/jbs-09-2022-0170","DOIUrl":"https://doi.org/10.1108/jbs-09-2022-0170","url":null,"abstract":"Purpose\u0000This study aims to explore the rise of virtual specialty care startups and understand how the ventures leverage digital services to create a new market space. Given the high level of competition in an established industry like health care, the authors investigate the business models and competitive strategies of leading virtual specialty care startups with unicorn status (i.e. emerging, current and exited unicorns).\u0000\u0000\u0000Design/methodology/approach\u0000The authors performed an analysis of Crunchbase data to examine whether rising virtual care ventures target specialty care. They focused on companies from the USA, Europe and Asia-Pacific. The identified virtual specialty care ventures were investigated in-depth via a multiple case study. By reviewing corporate websites, Crunchbase data and media coverage, the authors analyzed the ventures’ business models and competitive strategies.\u0000\u0000\u0000Findings\u0000This study demonstrates that even in established and highly competitive markets such as health care, managers and entrepreneurs can still leverage digital services to unlock new market spaces. The data analysis reveals that virtual care startups target the field of specialty care. They create a new market space by focusing on fast access to services, personalization, measurable outcomes and affordability. The majority of investigated companies pursues a platform-based business model approach.\u0000\u0000\u0000Originality/value\u0000In the context of an established industry like health care, this study gives insights into a new generation of virtual specialty care ventures. By investigating the ventures’ business models and competitive strategies, the authors advance a young field of research.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49656467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Hybrid work for small businesses: strategies for reaping benefits","authors":"M. Benedic","doi":"10.1108/jbs-09-2022-0163","DOIUrl":"https://doi.org/10.1108/jbs-09-2022-0163","url":null,"abstract":"\u0000Purpose\u0000This paper aims to explore how small businesses can strategically leverage hybrid work to strengthen the satisfaction of their employees and managers, their attractiveness, and ultimately their competitiveness.\u0000\u0000\u0000Design/methodology/approach\u0000Single case study: MANAG+ (pseudonym), a small consulting firm specialized in change management. Following the health crisis and the implementation of remote work, the company has maintained a hybrid work organization and developed management practices that allow it to reap many benefits. This case can be used as a successful example for small companies.\u0000\u0000\u0000Findings\u0000This paper highlights strategic stakes and specific difficulties of working in hybrid mode for small businesses. It provides, through a case study, a framework and solutions to overcome these challenges.\u0000\u0000\u0000Research limitations/implications\u0000The research is based on a single case study. Further research should be conducted to establish the generalization of the results on this little-addressed issue.\u0000\u0000\u0000Practical implications\u0000The research provides a unique approach that can be practically implemented within small enterprises to develop their hybrid management capabilities (best practices and insights for managerial support schemes in a hybrid working context).\u0000\u0000\u0000Originality/value\u0000In small companies, the challenges of hybrid work are the strongest in terms of sustainability and competitiveness. But this type of company still receives very little attention from researchers. This paper helps to bridge that current gap.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45607403","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Can independent hotels survive? A case study of how technology changes the industry","authors":"Nathalie Darras Barquissau, Timothy L. Pett, Charlotte Fontan Sers","doi":"10.1108/jbs-10-2022-0178","DOIUrl":"https://doi.org/10.1108/jbs-10-2022-0178","url":null,"abstract":"\u0000Purpose\u0000The purpose of this case study is to examine the hospitality industry by exploring the activities of a small, independent hotel. The hotel was experiencing disruption in recent years due to technology, intense competition and changes in customer preferences.\u0000\u0000\u0000Design/methodology/approach\u0000This case study uses a qualitative methodology approach by interviewing two generations of family members that were on the brink of failure. Discussions included ways and activities in which the business was exploring that could be identified to address the loss of customers and revenues because of the digitalization of the industry.\u0000\u0000\u0000Findings\u0000The case findings indicate that by creating a new hybrid business model can provide a successful direction for owners facing digitization with an industry. The findings suggest creating a new hybrid business model can provide improvements in areas such as financial stability and cost reductions, attracting new customers, improved usage of assets and the ability to leverage the technology disruption in the hospitality industry.\u0000\u0000\u0000Originality/value\u0000This study provides a reflective examination of a small, independent hotel facing financial collapse. However, the family members were able to use the threat of new technologies to create a new opportunity by developing a new hybrid business model that other similar businesses could explore in designing.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46334594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Blockchain and the carbon credit ecosystem: sustainable management of the supply chain","authors":"Preetam Basu, Palash Deb, Ashutosh Kumar Singh","doi":"10.1108/jbs-09-2022-0157","DOIUrl":"https://doi.org/10.1108/jbs-09-2022-0157","url":null,"abstract":"\u0000Purpose\u0000Businesses must now track the complicated supply chains of their products, which involve different manufacturers and suppliers. However, because supply chains are scattered across multiple countries and involve many institutions, it becomes an overwhelming practical challenge to ensure transparent recording and reporting of greenhouse gas emissions. The myriad issues necessitate a technological solution that will improve supply chain transparency, assist in managing carbon assets and allow all parties to obtain credible information on carbon output. As a potential solution, this study offers a unique architecture that effectively combines “blockchain technology” with the carbon supply chain of a multi-institution business network.\u0000\u0000\u0000Design/methodology/approach\u0000This research and proposed framework are based on publicly available reports on carbon emissions tracking, sustainability, carbon trade and emerging blockchain technologies. The authors also interviewed industry experts to obtain their input and feedback.\u0000\u0000\u0000Findings\u0000Businesses must support the pledges made by their respective governments towards meeting the objectives of the Paris Agreement. Although the emissions trading system encourages businesses to move in this direction, it can be challenging for them to efficiently manage their carbon assets owing to issues such as lack of standardised methods for tracking emissions across suppliers and manufacturers and the fragmentation of carbon markets. The carbon supply chain can maintain a record of the chronological flow of carbon emissions and eventually of all carbon assets by integrating a centralised ledger system based on blockchain technology.\u0000\u0000\u0000Originality/value\u0000Global warming, climate change and carbon emissions are among humanity’s pressing problems today. To achieve net zero emissions by the middle of the 21st century, emissions must be drastically reduced. Global supply chains have a crucial role to play in this context. This article provides a blockchain-based technology framework for carbon emissions visibility and tracking. The authors believe such a platform will provide critical visibility and tracking support to globally dispersed supply chains, moving a step closer towards carbon emissions control and net zero operations.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43621076","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The future of leadership: new digital skills or old analog virtues?","authors":"K. Gilli, Nicole Lettner, Wolfgang H. Guettel","doi":"10.1108/jbs-06-2022-0093","DOIUrl":"https://doi.org/10.1108/jbs-06-2022-0093","url":null,"abstract":"\u0000Purpose\u0000Business leaders are facing a change of role as digitalization continues to intensify in organizations. As technological change is bringing back supposedly old virtues of leadership, this study aims to explain the impact digital transformation has on leadership due to organizational size.\u0000\u0000\u0000Design/methodology/approach\u0000Cross-border study with experts from multinational enterprises (MNEs) in Austria and small and medium companies (SMEs) in Italy.\u0000\u0000\u0000Findings\u0000With increasing digitalization, leadership is becoming more important. In times of social distance, it is essential that leaders actively foster the management of relationships with their employees, manage social processes in their teams and shape change processes. This requires a bundle of skills consisting of effective leadership skills, strong change management skills and conceptual digitization skills.\u0000\u0000\u0000Practical implications\u0000Digital transformation is not mainly about implementing new technologies; it is about developing an appropriate strategy in which people are key. Organizations regardless of size need to recognize that digital transformation requires not less, but even more active shaping of the relationships between leaders and their team members. Consequently, they need active leaders who drive, communicate and implement technological change. As leadership and change require time, resources and, above all, attention, executive selection and qualification are critical for the broad integration of digitalization ideas into an organization.\u0000\u0000\u0000Originality/value\u0000People, not technology, drive digital transformation, and organizations require leaders, not necessarily technological specialists, to manage the complex changes that comprise an organization’s digital transformation. Technical and methodological skills can be substituted with the use of new technologies, but leaders’ interactional, social, strategic and conceptual skills are gaining in importance.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44926641","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Measuring cultural readiness for innovation: six essential questions","authors":"C. B. Dobni, G. Wilson","doi":"10.1108/jbs-09-2022-0168","DOIUrl":"https://doi.org/10.1108/jbs-09-2022-0168","url":null,"abstract":"\u0000Purpose\u0000This paper aims to present a framework that includes six essential factors and four strategic intervention points that provide the necessary context to sustain and support innovation.\u0000\u0000\u0000Design/methodology/approach\u0000Based on our academic and consulting experience, this article summarizes our knowledge of what it takes to be a top innovator and how organizations should best pursue innovation agendas. The model presented is supported by our research which considers assessments from 3,642 employee responses assessing the innovation cultures of organizations.\u0000\u0000\u0000Findings\u0000We find that companies need to ask six questions to assess their innovation cultures. These questions relate to creativity, incentives, processes, leadership, knowledge management and resources. Our framework presents four intervention points to support implementing and sustaining an innovation culture including objectives, behaviors and actions, context and management for execution.\u0000\u0000\u0000Research limitations/implications\u0000Our framework is effective, but we acknowledge that there are other means to creating and sustaining an innovation culture.\u0000\u0000\u0000Practical implications\u0000We present six questions that companies need to ask themselves to assess their innovation culture and offer strategies to enhance it.\u0000\u0000\u0000Social implications\u0000Given the contribution of innovation culture to competitiveness and performance, our recommendations will allow managers to set themselves apart from their competition and further their financial and nonfinancial corporate objectives.\u0000\u0000\u0000Originality/value\u0000Everyone likes the idea of change, but it is the process of change that is difficult. We offer strategies that put such intentions to work.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47598896","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"When to enter the metaverse: business leaders offer perspectives","authors":"S. Gauttier, Wassim Simouri, Aurélien Milliat","doi":"10.1108/jbs-08-2022-0149","DOIUrl":"https://doi.org/10.1108/jbs-08-2022-0149","url":null,"abstract":"\u0000Purpose\u0000Once Facebook transformed into Meta, a race to enter the metaverse began in all sectors of the economy. Being first has financial, technical and strategic costs, even if it can allow creating barriers to prevent others entering and establishing one’s brand as innovative. Being late, however, enables companies to benefit from more mature infrastructure and learning opportunities, but they risk being followers rather than leaders and missing opportunities. This study aims to discuss when organizations should consider entering the metaverse first, or whether they should come to it later.\u0000\u0000\u0000Design/methodology/approach\u0000To identify these conditions, 15 business strategy experts ranked 25 statements against each other about the metaverse and first- and late-entrant strategies.\u0000\u0000\u0000Findings\u0000When comparing the points of view of the 15 experts, four perspectives emerged. Three perspectives state that being a first mover can lead to a sustainable competitive advantage when organizations have strong capabilities regarding research and development, change management, learning and managing knowledge. The fourth perspective is skeptical that entering first can lead to a competitive advantage, given the high level of uncertainty surrounding the development of the metaverse.\u0000\u0000\u0000Practical implications\u0000A list of considerations when deciding to enter the metaverse is provided to managers.\u0000\u0000\u0000Originality/value\u0000This paper shifts the discourse on the metaverse from a technology-driven discussion to a strategic-asset-and-capabilities discussion.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41859935","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Developing a shared vision: strong teams have the power","authors":"F. P. Zasa, T. Buganza","doi":"10.1108/jbs-04-2022-0065","DOIUrl":"https://doi.org/10.1108/jbs-04-2022-0065","url":null,"abstract":"\u0000Purpose\u0000In response to environmental uncertainty, organizations rely on independent, empowered teams to increase their responsiveness to change. The purpose of this paper is to analyze how objectives and key results (OKRs) can contribute to creating a shared vision which keeps the different, empowered teams aligned.\u0000\u0000\u0000Design/methodology/approach\u0000Through a qualitative study, this paper develops a conceptual model of how OKRs lead to a shared vision. The authors interview professionals in nine organizations differing in size and industry who recently introduced agile, focusing on the main hurdles encountered and benefits obtained from the methodology.\u0000\u0000\u0000Findings\u0000The findings confirm that OKRs are an effective goal-setting methodology and suggest that their successful implementation builds on the new ways of organizing introduced by the agile methods. Moreover, the findings suggest that OKRs contribute to developing a shared vision and increase the alignment: first, the organizational vision becomes clear and its definition is participatory; second at the team level, individuals align around a shared team vision through participative definition of objectives.\u0000\u0000\u0000Originality/value\u0000The contribution of the paper is two-fold: this study provide an overview on the methodology, which is diffused from a practice perspective, but has not yet been addressed from a theoretical point of view. And this study connects OKRs to extant theory on goal-setting and vision development. This study shows they act as a coupling mechanism which helps empowered and independent teams together.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43987787","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The hippogryphs on the 14th floor: the future of hybrid work","authors":"P. Hirsch","doi":"10.1108/jbs-11-2022-0191","DOIUrl":"https://doi.org/10.1108/jbs-11-2022-0191","url":null,"abstract":"\u0000Purpose\u0000This study aims to examine how differing attitudes to flexible working pose new challenges to employers seeking to have workers return to the office.\u0000\u0000\u0000Design/methodology/approach\u0000This viewpoint reviews a range of opinion research studies to tease out points of tension and points of opportunity in how employers are handling flexing working postpandemic.\u0000\u0000\u0000Findings\u0000Analysis of the available research suggests that there are considerable disparities in the views of employers and employees, particularly white-collar workers on hybrid and flexible working. Based on these insights, this viewpoint suggests several ways in which employers will need to collaborate with workers to sustain robust corporate cultures and retain their best workers.\u0000\u0000\u0000Originality/value\u0000To the best of the author’s knowledge, there has been no comprehensive set of recommendations for how companies can handle the challenges they face in seeking to return their workers to centralized offices.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46593428","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Cooling off innovation hotspots: smaller businesses need to look wide and deep","authors":"Kanhaiya K. Sinha, Chad Saunders, S. Raby","doi":"10.1108/jbs-07-2022-0124","DOIUrl":"https://doi.org/10.1108/jbs-07-2022-0124","url":null,"abstract":"\u0000Purpose\u0000This paper aims to provide evidence-based managerial advice for identifying, developing and managing a broad-based innovation system for organizations to reap optimal performance outcomes.\u0000\u0000\u0000Design/methodology/approach\u0000The general review is based upon large-scale peer-reviewed academic studies of innovation practices in organizations and their performance outcomes and synthesized here through two illustrative case studies. The first case deals with Brightsquid Secure Communications as they expanded their product-focused innovation practices to include broad-based organizational improvements, while the second case focuses on Trimet Building Products and their use of broad-based innovation to turn around declining revenue.\u0000\u0000\u0000Findings\u0000Using the SME context, this study outlines an innovation management model that highlights the importance of leadership attention on organization-wide innovation and the interdependence of investments across functions.[AQ2] To enhance their performance, SMEs must implement broad learning programs across the organization that provides formal and informal cross-training and takes a cross-functional approach to innovation and problem-solving.\u0000\u0000\u0000Originality/value\u0000Reviewing and integrating the literature on different innovation types and outcomes, this study proposes a novel broad-based innovation model that guides firms that overemphasize improvements within a single function. Further, drawing on the learning literature, this paper recommends an organizational learning and collaboration model to achieve organization-wide innovation for optimal outcomes.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43069217","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}