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ItemThe Good and Bad of Ambidexterity: In Which Domains Should Firms Be Ambidextrous or Not to Foster Innovativeness?( 2017-01-04)Because it is difficult and costly for firms to practice exploration and exploitation simultaneously in their new product development, managers need to know when investing in ambidexterity is beneficial for their firm’s innovativeness and when it is not. To date, research has remained undecided about the performance implications of striving for the joint implementation of exploration and exploitation. To address this persistent debate, the current study develops a new conceptualization that distinguishes two forms of ambidexterity, with contrasting effects on innovativeness. Drawing on dynamic capabilities theory, this study proposes that market-based ambidexterity benefits companies’ innovativeness, whereas product-based ambidexterity harms it. The empirical results, obtained from longitudinal data gathered from 229 executives in multiple industries, confirm these theorized effects of the two forms of ambidexterity on product program innovativeness, which in turn increases firm performance. These findings help explain the varying effects of ambidexterity in prior research and offer important managerial and decision-making implications.
ItemLinking Knowledge Management, Business Excellence and Innovation Performance( 2017-01-04)This research examined the extent to which the management of knowledge and the application of business excellence frameworks can contribute to innovation performance. A model of Knowledge Management (KM) and Business Excellence (BE) framed the study. Intensive case studies were conducted with six Australian service sector organizations that had won business excellence awards to determine the ways in which a business excellence framework can inform knowledge management practices that lead to sustained innovation performance. Analysis of the data revealed the manner in which the Australian Business Excellence Framework (ABEF) informed knowledge management practices and contributed to innovation in the six service sector organizations. Although the research is preliminary in nature, results indicate that principles of the ABEF shaped KM activities through fostering continuous improvement which in turn encouraged a stronger focus on incremental rather than radical forms of innovation
ItemDesigning a Primary Personal Information Market as an Industry Platform: a Service Innovation Approach( 2017-01-04)It is well recognised that personal data have \ intrinsic value to B2C companies. However, there \ are no widely adopted means by which individuals \ can benefit financially from the personal data they \ generate. Furthermore, there is a substantial lack of \ empirical research on markets for online personal \ data. Nevertheless, prior work has shown that a \ Primary Personal Information Market (PPIM) is a \ viable solution to the problem of monetising \ personal data. This paper explores how a PPIM \ could be conceptualised and designed as an \ Industry Platform. Using an integrated Service \ Innovation Method (iSIM) we incorporate into our \ design a multi-sided personal information business \ model to facilitate commercialisation. An initial \ prototype is developed and its utility from a data \ product consumer’s perspective is evaluated using \ semi-structured interviews with industry \ practitioners. We find that a PPIM conceptualised \ as an industry platform has significant commercial \ appeal and that it resolves a number of objections \ raised in response to previous designs.