The paradox of tie strength in customer relationships for innovation: a longitudinal case study in the sports industry

Current literature argues that firms should have strong ties to customers to benefit from increased customer retention and loyalty. Strong ties, however, have also shown to prevent innovation, suggesting that firms should also develop weak ties to other customer groups. This paper focuses on the potential for strong ties to facilitate, rather than prohibit, innovation. It is based in a 7‐year longitudinal research project with Adidas, a global sporting goods company. From the case, we find that the paradox of tie strength results from an overly simplified view of the nature of company–customer relationships. Contrary to the established literature, we find that strong ties in the Adidas case supported significant innovation. In fact, the involvement resulted in the development of a new product with a radically different product architecture and led to one of the most successful product launches in the company's history. To explain these findings, we introduce the nature of customer participation in a firm's value creation processes as a new dimension of the constitution of firm–customer ties and discuss how such a kind of relationship can develop.     

Political Authority and Bureaucratic Resilience

Abstract

Consumerism and choice have become prominent ideas in the design and delivery of public services. Often perceived as a way to improve the quality and value of public services, potential downsides and areas of concern that relate to a consumerist approach are frequently ignored. This review essay takes a critical stance on the application of a consumerist discourse to public service provision and management by exploring four key areas of concern: definitional problems, questions about the concept's transferability from a private to a public sector setting, the problematic nature of ‘choice’, and difficulties associated with implementing consumerist ideas within public service contexts..     

Migration, unemployment and discrimination

This paper uses a dynamic efficiency-wage model to analyze the consequences of immigration for a small country when there is discrimination against immigrants in a dual labor market with unemployment. Discrimination is of the type ‘equal pay for equal work, but unequal work’ which is characteristic of economies with ‘guest-worker’ systems. The model exhibits three regimes for rising immigration levels. Immigration is most beneficial for natives in the intermediate regime. An analysis of regime switches shows that changes attributable to ‘globalization’ and technical progress are consistent with growing opposition to immigration.     

Coaching,Counseling, Case‐Working: Do They Help the Older Unemployed Out of Benefit Receipt and Back Into the Labor Market?

Intensified counseling, job search assistance and related policies have been found to be effective for labor market integration of the unemployed by a large number of studies, but the evidence for older and hard‐to‐place unemployed is more mixed. In this paper, we present key results for a large‐scale active labor market program directed at the older unemployed in Germany. To identify the treatment effects, we exploit regional variation in program participation. We use a combination of different evaluation estimators to check the sensitivity of the results to selection, substitution and local labor market effects. We find positive effects of the program in the range of 5–10 percentage points on integration into unsubsidized employment. However, there are also substantial lock‐in effects, such that program participants have a higher probability of remaining on public welfare benefit receipt for up to 1 year after commencing the program.     

The relative importance of human resource management practices for innovation

Human resource management (HRM) practices are generally expected to stimulate a firm's innovation performance. However, which of these practices really pay off? Based on a unique dataset that includes detailed information for both a firm's innovation activities and a broad set of HRM practices, we find that primarily new workplace organization practices seem to enhance a firm's innovation activities. Flexible practices of working time management and incentive payment schemes show only small effects on both innovation propensity and innovation success. Further training does only affect innovation success, but not innovation propensity. Overall, we find a stronger linkage between HRM practices and innovation propensity than with innovation success. Further, we find that innovation propensity increases, first, with the number of combinations of HRM practices adopted by a firm but not with the number of combinations of HRM practices from different groups of HRM practices adopted by a firm.     

Excluded coalitions and the distribution of power in parliaments

In this article, we introduce a new value for cooperative games. This value is based on the Shapley (1953) value and takes into account that players exclude coalitions with other players. One example of such exclusions are the coalition statements of parliamentary parties. A case study demonstrates the application of the new value for these situations.     

Top managers in the digital age: Exploring the role and practices of top managers in firms' digital transformation

This study explores the role and facilitating actions of top managers in response to the digital transformation. Building on 27 in-depth interviews with top managers and close associates from large German firms, we find that top managers respond to the digital transformation by engaging in three key actions: understanding digitalization, setting the formal context for digitalization, and leading change. Moreover, findings emphasize that top management team support is essential in firms' digital transformation. Overall, this study contributes novel insights about the consequences of top managers for firms and establishes an initial foundation for investigating top managers in the digital age.     

Planned or Emergent Strategy Making? Exploring the Formation of Corporate Sustainability Strategies

In strategy research, there is a consensus that strategy making resides on a continuum from planned to emergent where most strategies are made in a mixed way. Different contingency factors have been suggested to explain the factors that influence strategy making. Sustainability research seems to overlook most of this development and assumes instead that sustainability strategies are made in a purely planned way. We contribute to a better understanding of the role of different strategy making modes for sustainability in three ways. First, we point to the bias towards planned strategy formation in sustainability research. Second, we propose a new contingency factor to help explain sustainability strategy making based on the nature of the problem addressed. Third, we discuss strategy making for different types of sustainability problems. We argue that planned strategy making is expected for salient and non‐wicked problems while emergent strategy making is likely for non‐salient and wicked problems. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

What is macroeconomic causality?

The paper aims to develop an adequate account of macroeconomic causality. It discusses the definition that is central to Woodward’s interventionist account and the definitions that can be extracted from Hoover’s remarks on privileged parameterization and from the potential outcome approach that Angrist and Kuersteiner have introduced into macroeconomics more recently. The definition to be defended can be regarded as the gist that is common to all three definitions when they are relieved of overly restrictive conditions. It says (roughly) that X causes Y if and only if there is a possible intervention on X that changes Y, where X and Y stand for macroeconomic aggregates, where an intervention is understood as a manipulation of an intervention variable I that satisfies conditions requiring that I be a cause of X, and that there be no confounders of X and Y, and where an intervention variable is either a variable or a parameter.