{"title":"管理者对商业模式创新的中介作用:一个案例研究","authors":"Stefano Ghinoi, Paolo Di Toma","doi":"10.1111/caim.12523","DOIUrl":null,"url":null,"abstract":"<p>Business model innovation is recognized as a key process for strengthening firms' performance in situations of strong competitive pressure and environmental changes. This process is driven by intra-organizational advice networks between managers, which exchange different types of advice based on organizational learning mechanisms such as cognitive search (how to conceptualize and create a novel business model) and experiential learning (how to adapt and experiment a novel business model. Investigating what are the key figures emerging from such network is essential for an in-depth understanding of the business model innovation process. By focusing on a multi-unit firm operating in the personal care service industry, we use Social Network Analysis (SNA) to examine the brokerage role of managers when sharing different types of advice towards a novel business model. Our results show that middle-level managers connect different managerial groups in different networks; however, differences exist between groups of middle managers, confirming their peculiar nature within organizations.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":null,"pages":null},"PeriodicalIF":3.7000,"publicationDate":"2022-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12523","citationCount":"0","resultStr":"{\"title\":\"Managers' brokerage for business model innovation: A case study\",\"authors\":\"Stefano Ghinoi, Paolo Di Toma\",\"doi\":\"10.1111/caim.12523\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Business model innovation is recognized as a key process for strengthening firms' performance in situations of strong competitive pressure and environmental changes. This process is driven by intra-organizational advice networks between managers, which exchange different types of advice based on organizational learning mechanisms such as cognitive search (how to conceptualize and create a novel business model) and experiential learning (how to adapt and experiment a novel business model. Investigating what are the key figures emerging from such network is essential for an in-depth understanding of the business model innovation process. By focusing on a multi-unit firm operating in the personal care service industry, we use Social Network Analysis (SNA) to examine the brokerage role of managers when sharing different types of advice towards a novel business model. Our results show that middle-level managers connect different managerial groups in different networks; however, differences exist between groups of middle managers, confirming their peculiar nature within organizations.</p>\",\"PeriodicalId\":47923,\"journal\":{\"name\":\"Creativity and Innovation Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.7000,\"publicationDate\":\"2022-10-07\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12523\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Creativity and Innovation Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/caim.12523\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12523","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Managers' brokerage for business model innovation: A case study
Business model innovation is recognized as a key process for strengthening firms' performance in situations of strong competitive pressure and environmental changes. This process is driven by intra-organizational advice networks between managers, which exchange different types of advice based on organizational learning mechanisms such as cognitive search (how to conceptualize and create a novel business model) and experiential learning (how to adapt and experiment a novel business model. Investigating what are the key figures emerging from such network is essential for an in-depth understanding of the business model innovation process. By focusing on a multi-unit firm operating in the personal care service industry, we use Social Network Analysis (SNA) to examine the brokerage role of managers when sharing different types of advice towards a novel business model. Our results show that middle-level managers connect different managerial groups in different networks; however, differences exist between groups of middle managers, confirming their peculiar nature within organizations.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.