We aim to understand how actors respond to field logic plurality and maintain legitimacy through business model innovation. Drawing on a longitudinal field study in the fashion industry, we traced how de novo and incumbent firms incorporate circular logics in business models (for sustainability) and uncover how the intersection between issue and exchange fields creates institutional complexity and experimental spaces for business model innovation. Our findings showed a shift in the discourse on circular logic that diverted attention and resources from materials innovation (e.g., recycling) to business model innovation (e.g., circular business models). By juxtaposing institutional complexity and external pressure to maintain legitimacy, we derived four strategic business model innovation responses—preserve, detach, integrate and extend—that illuminate how actors leverage shifting logics and innovate extant business models (for sustainability). We make novel contributions to the literature on organizational fields, business models for sustainability, and business model innovation.
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We aim to understand the interaction between shifting organizational field logics and field actors’ responses to reconcile logic plurality and maintain legitimacy through business model innovation. Drawing on a multimethod, longitudinal field study in the fashion industry, we traced how de novo and incumbent firms integrate circular logics in business models (for sustainability) and uncover how productive tensions in field logics lead to experimental spaces for business model innovation. Our findings showed a shift in the discourse on circular logic that diverted attention and resources from materials innovation (e.g. recycling) to business model innovation (e.g. circular business models). By juxtaposing the degree of field logic tension and the degree of business model innovation, we derive four types of business model hybridization responses that actors engaged in to maintain legitimacy – constrained, limited, integrated, and expanded. Our study generates new insights on business models for sustainability as vehicles for organizational field change. We make novel contributions to the literatures on organizational fields, business models for sustainability and business model innovation.
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We aim to understand the interaction between shifting organizational field logics and field actors’ responses to reconcile logic plurality and maintain legitimacy through business model innovation. Drawing on a multimethod, longitudinal field study in the fashion industry, we traced how de novo and incumbent firms integrate circular logics in business models (for sustainability) and uncover how productive tensions in field logics lead to experimental spaces for business model innovation. Our findings showed a shift in the discourse on circular logic that diverted attention and resources from materials innovation (e.g. recycling) to business model innovation (e.g. circular business models). By juxtaposing the degree of field logic tension and the degree of business model innovation, we derive four types of business model hybridization responses that actors engaged in to maintain legitimacy – constrained, limited, integrated, and expanded. Our study generates new insights on business models for sustainability as vehicles for organizational field change.
DOCUMENT
We aim to understand the interaction between shifting organizational field logics and field actors’ responses to reconcile logic plurality and maintain legitimacy through business model innovation. Drawing on a multimethod, longitudinal field study in the fashion industry, we traced how de novo and incumbent firms integrate circular logics in business models (for sustainability) and uncover how productive tensions in field logics lead to experimental spaces for business model innovation. Our findings showed a shift in the discourse on circular logic that diverted attention and resources from materials innovation (e.g. recycling) to business model innovation (e.g. circular business models). By juxtaposing the degree of field logic tension and the degree of business model innovation, we derive four types of business model hybridization responses that actors engaged in to maintain legitimacy – constrained, limited, integrated, and expanded. Our study generates new insights on business models for sustainability as vehicles for organizational field change.
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This paper presents four research projects on organizational innovation in the Netherlands. These projects are still in a design and theoretical investigation stage, but the authors find it useful to share their findings and insights with the research community in order to inspire them with their ideas and research agenda. In the paper four constructs are explored that focus on the human factor in organizations and that may have a positive influence on organizational innovation. Shared leadership: It is often thought that, for innovation, only one brilliant mind with a break-through idea in a single flash of enlightenment is needed. Recent research, however, shows that most innovations are the result of team-flow and sharing and alternating leadership tasks. Social Capital: through leadership and decision making, by influencing trust, respect and commitment, the organizations social capital and thus its innovative power is increased. External consultancy: deployment of external consultants will add to knowledge and skills necessary for innovation. IT and workflow management: if handled correctly, the human factor can add substantial quality to the design and use of IT in organizations. The paper shows that the way these constructs are managed is crucial in influencing and motivating members of an organization to attribute to innovation and make use of the facilities that are offered to them.
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There are three volumes in this body of work. In volume one, we lay the foundation for a general theory of organizing. We propose that organizing is a continuous process of ongoing mutual or reciprocal influence between objects (e.g., human actors) in a field, whereby a field is infinite and connects all the objects in it much like electromagnetic fields influence atomic and molecular charged objects or gravity fields influence inanimate objects with mass such as planets and stars. We use field theory to build what we now call the Network Field Model. In this model, human actors are modeled as pointlike objects in the field. Influence between and investments in these point-like human objects are explained as energy exchanges (potential and kinetic) which can be described in terms of three different types of capital: financial (assets), human capital (the individual) and social (two or more humans in a network). This model is predicated on a field theoretical understanding about the world we live in. We use historical and contemporaneous examples of human activity and describe them in terms of the model. In volume two, we demonstrate how to apply the model. In volume 3, we use experimental data to prove the reliability of the model. These three volumes will persistently challenge the reader’s understanding of time, position and what it means to be part of an infinite field. http://dx.doi.org/10.5772/intechopen.99709
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The literature on how organizations respond to institutional pressure has shown that the individual decision-makers’ interpretation of institutional pressure played an important role in developing organizational responses. However, it has paid less attention to how this interpretation ultimately contributes to their range of organizational decisions when responding to the same institutional pressure. We address this gap by interviewing board members of U.S. and Dutch hospitals involved in adopting best practices regarding board evaluation. We found four qualitatively different cognitive frames that board members relied on to interpret institutional pressure, and which shaped their organizational response. We contribute to the literature on organizational response to institutional pressure by empirically investigating how decision-makers interpret institutional pressure, by suggesting prior experience and role definition as moderating factors of multidimensional cognitive frames, and by showing how these cognitive frames influence board members’ response to the same institutional pressure.
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Sustainability is without doubt one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating concepts of sustainability in their marketing, corporate communications, annual reports and in their actions. Information systems (IS) provide organizations with the ability to change and improve business processes to better support sustainable practices. Therefore, IS can make a contribution to the sustainable development of organizations. However, the organizational change aspects of „Green IS‟ are covered only marginally in literature. This paper aims to contribute the debate on Green IS, by highlighting the role of sustainability in the organizational process of implementing IS and organizational change resulting from IS. Based on a literature review of the concepts of sustainability, and the role of IS in sustainability, we will apply the concepts of sustainability to IS projects and create a checklist for developing sustainability indicators in IS projects.
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Despite the promises of learning analytics and the existence of several learning analytics implementation frameworks, the large-scale adoption of learning analytics within higher educational institutions remains low. Extant frameworks either focus on a specific element of learning analytics implementation, for example, policy or privacy, or lack operationalization of the organizational capabilities necessary for successful deployment. Therefore, this literature review addresses the research question “What capabilities for the successful adoption of learning analytics can be identified in existing literature on big data analytics, business analytics, and learning analytics?” Our research is grounded in resource-based view theory and we extend the scope beyond the field of learning analytics and include capability frameworks for the more mature research fields of big data analytics and business analytics. This paper’s contribution is twofold: 1) it provides a literature review on known capabilities for big data analytics, business analytics, and learning analytics and 2) it introduces a capability model to support the implementation and uptake of learning analytics. During our study, we identified and analyzed 15 key studies. By synthesizing the results, we found 34 organizational capabilities important to the adoption of analytical activities within an institution and provide 461 ways to operationalize these capabilities. Five categories of capabilities can be distinguished – Data, Management, People, Technology, and Privacy & Ethics. Capabilities presently absent from existing learning analytics frameworks concern sourcing and integration, market, knowledge, training, automation, and connectivity. Based on the results of the review, we present the Learning Analytics Capability Model: a model that provides senior management and policymakers with concrete operationalizations to build the necessary capabilities for successful learning analytics adoption.
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This literature review explores ways older workers might continue to make waves and impact their work organization. The topic of the paper is grounded in the problem of an ageing organizational population looming in the near future. The work presented here is a start to helping management in knowledge-intensive organizations to understand how to effectively utilize the capacities of older knowledge workers by stimulating intergenerational learning as a means to retain critical organizational knowledge, encourage innovation and promote organizational learning through knowledge building. First, the concept of intergenerational learning is developed followed by a discussion of the organizational factors important for it to take place. The last section presents ideas on how to design and implement intergenerational learning as an organizational development program.
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