以知识为基础的动态能力,用于管理循环商业模式创新中的矛盾张力:对一家现有企业的实证探索

IF 6.6 2区 管理学 Q1 INFORMATION SCIENCE & LIBRARY SCIENCE
Federica Pascucci, Lucia Pizzichini, Andrea Sabatini, Valerio Temperini, Jens Mueller
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引用次数: 0

摘要

目的 本文旨在通过建立一个理论框架,借鉴以下两种理论流派,深入了解循环型商业模式创新(CBMI)中出现的矛盾张力以及如何克服这些张力:首先,悖论理论揭示了在商业模式转型中实施循环经济(CE)原则所产生的往往是 "看不见 "的矛盾;其次,动态能力理论有助于研究如何管理这些矛盾。设计/方法/途径本研究采用纵向案例研究法,以深入了解一家现有企业在采用循环型商业模式时所面临的转型和挑战。研究结果本研究发现,现有企业在采用循环型商业模式的过程中面临着诸多挑战和矛盾。这些矛盾来自于实施组织变革、平衡相互竞争的优先事项和管理相互冲突的目标等方面的困难。动态能力对于管理这些紧张关系和促进向循环型商业模式的过渡至关重要。 研究局限/意义 本文将悖论理论应用于目前研究较少的 CBMI 这一新领域,为悖论理论的理论发展做出了贡献,并响应了研究可持续商业模式更细化类型的号召。这项研究对以往的文献作了补充,即企业如何处理矛盾和紧张关系会影响进程的速度和结果。如果企业在发现新机遇的早期阶段感到气馁,那么步伐就会放慢,企业就会在与合作伙伴开展更多合作时变得犹豫不决。此外,利用这些机会的能力也会受到这些紧张关系和矛盾的影响。 原创性/价值 本文通过实证研究在位企业的 CBMI 过程,为相关文献做出了贡献。它研究了现实生活中存在的矛盾张力,并探讨了动态能力在管理这些张力中的作用,从而填补了现有研究的空白。研究结果为寻求向行政首长制转型的企业提供了实用的见解,并强调由于新的商业模式需要外部参与者发挥核心作用,因此应培养感知外部环境的能力。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Knowledge-based dynamic capabilities for managing paradoxical tensions in circular business model innovation: an empirical exploration of an incumbent firm

Purpose

This paper aims to gain insights into the paradoxical tensions emerging from circular business model innovation (CBMI) and how to overcome them by developing a theoretical framework drawing on two theoretical streams: firstly, the paradox theory for shedding light on the often “invisible” contradictions generated by the implementation of circular economy (CE) principles in business model transformation; and secondly, the dynamic capability theory that can contribute to the investigation of how to manage these contradictions.

Design/methodology/approach

The study uses a longitudinal case study approach to gain an in-depth understanding of the transformation and challenges faced by an incumbent firm in adopting a circular business model. Qualitative research methods are used to explore the paradoxical tensions and dynamic capabilities involved in the process.

Findings

The study finds that incumbent firms face numerous challenges and paradoxical tensions in the CBMI process. These tensions arise from difficulties in implementing organizational changes, balancing competing priorities and managing conflicting goals. Dynamic capabilities are crucial in managing these tensions and facilitating the transition to a circular business model.

Research limitations/implications

This paper contributes to the theoretical development of paradox theory by applying it to the new field of CBMI which is currently slightly investigated and responds to the call for studies looking at more fine-grained types of sustainable business models. The study adds to previous literature that how the firm handles paradoxes and tensions influences the pace and results of the process. If the firm becomes discouraged during the early stages of identifying new opportunities, the pace slows down, and the firm becomes hesitant to collaborate more with partners. Furthermore, the ability to capitalize on these opportunities is affected by these tensions and contradictions.

Originality/value

This paper contributes to the literature by empirically investigating the process of CBMI in incumbent firms. It fills the gap in existing research by examining the existence of paradoxical tensions in a real-life setting and exploring the role of dynamic capabilities in managing these tensions. The findings provide practical insights for firms seeking a transition towards a CE and highlight that the ability to sense the external context should be developed as the new business model entails a central role of external actors.

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来源期刊
CiteScore
13.70
自引率
15.70%
发文量
99
期刊介绍: Knowledge Management covers all the key issues in its field including: ■Developing an appropriate culture and communication strategy ■Integrating learning and knowledge infrastructure ■Knowledge management and the learning organization ■Information organization and retrieval technologies for improving the quality of knowledge ■Linking knowledge management to performance initiatives ■Retaining knowledge - human and intellectual capital ■Using information technology to develop knowledge management ■Knowledge management and innovation ■Measuring the value of knowledge already within an organization ■What lies beyond knowledge management?
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