Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997. Reviewed by Subodh P. Kulkarni, Assistant Professor in School of Business at Howard University, Washington, D.C. Professors Tushman and O'Reilly are well known for their research on innovation and organizational culture. In this book, the authors address a fundamental and interesting issue underlying organizational change and innovation: that of how firms can achieve a balance between stability and change. Businesses are not likely to prosper or survive in the long run without this balance. One of the book's key premises is that short-term success may constrain a firm's ability to change. Short term successes often occur in larger, older, more structured organizations, the source of structural and cultural inertia, which yields success in stable environments and failure when environments change. Therefore, a company's culture holds the key to success (or failure) in the long run. To create and sustain a competitive edge in the long run, companies must learn how to manage incremental and revolutionary change. The key, according to the authors, is to develop an "ambidextrous organization." Tushman and O'Reilly define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future. The ambidextrous organizations are, thus, engaged in a balancing act between the management of incremental and revolutionary technologies. Further, these organizations have very different cultures within a company (or even a business unit, for that matter). Vision is vital to ambidextrous organizations, often displaying one vision that hosts multiple cultures in the unit. Of course, a firm can have multiple cultures under one roof by spinning off different business units and managing them independently. This is unacceptable to the authors. It is important to manage them as a whole, or as a system. The thing that holds the system components together is the overarching vision for the technology firm. That is why the book emphasizes strategic intent or competitive vision; because without a common, overarching purpose and set of values, the ambidextrous company just does not hold together. So it is not only different cultures, but different structures, systems, rewards, and competencies that need to be managed together. Drawing on their extensive research, consulting practice, as well as the experiences of managers from several "ambidextrous companies," the authors develop a model that can be used by executives to understand the dynamics of change necessary for long-term success. Toward this end, the book provides several tools for identifying and diagnosing the causes of performance gaps and for developing action plans to attain, and maintain, industry leadership. The book is divided into nine chapters. Chapter 1 is introductory, and it outlines the concepts underlying the authors' model. Chapter 2 highlights the significance of the concepts introduced earlier in the context of global change and innovation. Chapters 3 through 6 focus on the building of capabilities, competencies, and cultures that can generate a sustainable competitive advantage. Chapter 4 develops a model that highlights the congruence among an organization's strategies and four distinct factors: critical tasks, culture, structure, and people. A lack of congruence often results in performance gaps. Chapter 5 outlines how organizational culture-the selecting, socializing, and rewarding of workers consistent with the company's goals-promotes this congruence. It also illustrates how to assesses an organization's culture. Chapters 7 and 8 stand out in particular because in these chapters the authors introduce techniques for building an ambidextrous organization. …

Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal

Purpose – The purpose of this paper is to propose a conceptual structural equation model to investigate the relationships among self‐directed learning (SDL), organizational learning (OL), knowledge management capability (KMC) and organizational performance (OP) and to demonstrate the direct and indirect effect of SDL on OP from the perspectives of KMC and OL.Design/methodology/approach – An empirical study is conducted in 21 technological companies (N=236) in Taiwan and the collected survey data are used to test the relationships among the four dimensions expressed in the proposed structural equation model.Findings – The results show that SDL has a direct and significant impact on OL and KMC. SDL influences OP indirectly through OL and KMC. In addition, OL and KMC have direct and significant influences on OP.Research limitations/implications – The source of data collected is Taiwan, hence, the results may not be easily generalized to other areas or countries. However, the findings are valuable for manager...

What affects organizational performance?: The linking of learning and knowledge management

In recent years, interest on sustainable supply chain management (SSCM) has risen significantly in both the academic and business communities. This is confirmed by the growing number of conferences, journal publications, special issues and websites dedicated to the topic. Within this context, this paper reviews the existing literature related to decision-support tools and performance measurement for SSCM. A narrative literature review is carried out to capture qualitative evidence, while a systematic literature review is performed using classic bibliometric techniques to analyse the relevant body of knowledge identified in 384 papers published from 2000 to 2013. The key conclusions include: the evidence of a research field that is growing, the call for establishing the scope of current research, i.e. the need for integrated performance frameworks with new generation decision-support tools incorporating triple bottom line (TBL) approach for managing sustainable supply chains. There is a need to identify a ...

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A review of decision-support tools and performance measurement and sustainable supply chain management

The relationships among organisational culture, business environment, business strategy and functional strategies are rarely investigated in a holistic perspective. This leads to reductionism in modelling and prevents the full exploration of the potentially complex relationships among cultural orientation, business strategy and functional strategies and their impact on organisational performance. This paper, based on a sample drawn from food manufacturing businesses in Zimbabwe, recognises the pervasive impact of organisational culture on organisational strategy and functional strategies. As a result, it acknowledges the multi‐level impact of cultural orientation – allowing for the building of a conceptual model, linking cultural orientation, business environment, organisational strategy, functional strategies and performance – which is subsequently empirically tested.

Cultural Orientation: Its relationship with market orientation, innovation and organisational performance

Organizational innovations are often neglected in innovation theory. However, organizational change does have an impact on firm output, first directly and second, through its interrelationship with...

Organizational innovation in small European firms: A multidimensional approach:

The purpose of this empirical study is to develop a conceptual framework to understand how organisational culture and organisational learning contribute to innovation performance. The research was conducted in seven Taiwan's high-tech industries through distributing survey questionnaires, the results showed that there is a positive and significant association between organisational culture and innovation, and also between organisational learning and innovation performance as well. The findings also revealed that different types of organisational culture and learning have different levels of influence on innovation. This means that firms of efficient culture have the best process innovation, and firms of innovative culture have the best administrative and product innovation. As for organisational learning, the result proves that firms of high learning-oriented have better process, administrative and product innovation than those of low learning-oriented. The implications of this research are also discussed.

The impact of organisational culture and learning on innovation performance

As the senior population is increasing, elderly housing is an essential activity in society, prompting the demand for an array of new and extended services. Hence, building information systems, communication, workflow processes, and the end-user are regarded as parts of the information system. The process adopted here combines the FAHP model and ETHICS approach (which we call FETHICS) to deal with the sociotechnical analysis in the elderly house while we are constructing work systems. The purpose of this study is to use the socio-technical analysis of mental and human implementation to capture information content and systems. The results show that environment monitoring, on the job training, providing increased effective care work, and being able to respond to changes in the general environment represent the most important critical information about housing the elderly. Based on the factors identified, a hierarchy model of critical information regarding elderly housing is proposed. The results suggest the content of the elderly house for collecting a weight to each member within this group experience, while also indicating the configuration of the information service framework.

https://www.mdpi.com/2071-1050/14/19/12880/pdf?version=1665320203

Constructing Factors Related to Sociotechnical Analysis in Elderly House

Abstract

In response to increasing market competition, the franchise business model has become a common operational strategy in the rapidly developing chain pharmacy industry. Franchising would enable pharmacy businesses to gain a competitive advantage as societal aging progresses. However, the relationship between franchise headquarters and franchisees must be developed to improve the relationship value of the operation management within the franchise chain and to promote higher relationship quality between franchisees and franchise headquarters. If the relationship between the two parties is strengthened, the franchisee will be able to enhance self-management; this will further strengthen the close cooperative relationship between the two. In this study, Taiwanese chain pharmacies were selected as the research targets. The results revealed that stable relationship management can strengthen the cooperative relationship between franchise headquarters and franchisees and maximize the value of the relationship.


JEL classification numbers: L10.
Keywords: Franchisee, Retail Pharmacy Industry, Relationship Governance, Relationship Quality, Relationship Value.

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Examination of Franchisee Relationship Management in the Retail Pharmacy Industry

Abstract

Recently, supply chain management (SCM)has been receiving increasing attention from the industry. Most of the current research is focused on the high-tech industry and very little research has focused on SCM topics in the food and beverage (F&B) industry. In Taiwan, as the F&B industry is highly competitive, maintaining and building strong relationships with suppliers of ingredients or tableware is a way to maintain a competitive edge. Therefore, maintaining and building strong relationships with suppliers of ingredients or tableware required for restaurant operations is a way to maintain a competitive advantage. In addition, the perceived value, relationship commitment, satisfaction, switching costs and loyalty of supply chain buyers in the F&B industry is a matter that researchers want to probe when developing an ongoing understanding of SCM in the F&B industry. It has been discovered that the supplier-buyer relationships, when it comes to buyer perceived value and relationship commitment, increase customer satisfaction and increase switching costs as well as positively impact loyalty to the F&B supply chain seller. Therefore, in the rapidly dynamic business environment of the F&B industry, establishing an effective SCM system for the F&B industry can indeed enhance a company's competitive advantage.

JEL classification numbers: L10.
Keywords: Perceived value, Relationship commitment, Satisfaction, Loyalty.

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Jun Zhi Chiu

Papers

The impact of organisational culture and learning on innovation performance

Constructing Factors Related to Sociotechnical Analysis in Elderly House

Examination of Franchisee Relationship Management in the Retail Pharmacy Industry

Exploring the Influence of Supply Chain Relationship Commitment and Loyalty in F&B Industry