Consumers as Co-developers: Learning and Innovation Outside the Firm

This study describes a process in which a firm relies on an external consumer community for innovation. While it has been recognized that users may sometimes innovate, little is known about what commercial firms can do to motivate and capture such innovations and their related benefits. We contribute to strategy literature by suggesting that learning and innovation efforts from which a firm may benefit need not necessarily be located within the organization, but may well reside in the consumer environment. We also contribute to the existing theory on "user- driven innovation' by showing what firms purposively can do to generate consumer innovation efforts. An explorative case study shows that consumer innovation can be structured, motivated, and partly organized by a commercial firm that organizes the infrastructure for consumers' interactive learning in a public online domain.     

Information Content of Business Methods Patents

We examine the market reaction to business method patents granted to publicly traded firms. Our findings suggest that the State Street decision represents a turning point not only for the growth in the number of business method patent filings, but also in the market's awareness and perception of value creation for the filing firms. The granting of a business method patent evokes a positive average stock price reaction, especially in the post‐State Street period. Cross‐sectional differences in abnormal returns depend on the type of patent granted. The market reaction also differs based on industry classification.     

CRM成功要靠企业自己定义

新技术的出现使得CRM决定比以前更有趣,还可能给CRM新的机会和方法     

Democratizing the workplace through professionalization of human resource development*

This article critically examines democratizing the workplace through the professionalization of HRD. The primary question the article seeks to explore is to what extent can a democratic profession potentially minimize undemocratic workplaces. Drawing from several conceptual and research bodies of literature, including democracy and democratic workplaces, globalization and sociology of professions, this article describes democracy and how professions can enhance its growth.     

Can superior CRM capabilities improve performance in banking

The market enthusiasm generated around investment in customer relationship management (CRM) technology is in stark contrast to the nay-saying by many academic and business commentators. This raises an important research question concerning the extent to which banks should continue to invest in CRM technology. Drawing on field interviews and a survey of senior bank executives the results reveal that a superior CRM capability can deliver improved performance. The paper then demonstrates that in order to be most successful, CRM programs require a combination of technical, human and business capabilities.     

Can Commitment Be Managed? A Longitudinal Analysis of Employee Commitment and Human Resource Policies

Tim Morris, Helen Lydka and Mark Fenton O'Creevy present data on a group of graduates during the first five years of employment. Dividing the sample into those who have remained with their original employer and those who have changed, they examine attitudinal commitment and tenure intentions against a set of human resource policies measured at three points in time. They find that those policies significantly associated with high commitment change over time; that attitudinal and behavioural commitment are conceptually distinct constructs; and that behavioural commitment is a less stable construct than attitudinal commitment. Generally, it appears that employee commitment is more provisional than is implied by much of the literature. Tim Morris is a Lecturer at the London Business School, Helen Lydka a researcher at the Henley Management College, and Mark Fenton O'Creevy a Research Fellow at the LBS Centre for Organisational Research.     

The perilous leap between exploration and exploitation

Research summary : R&D‐based exploration and exploitation are necessary in order for firms to have sustainable competitive advantage. Yet, transitioning between these orthogonal types of R&D is considered profound organizational change. Building on recent research showing that compact, significant changes in R&D expenditure is an antecedent to the transition between explorative and exploitative R&D, I show that this leap between exploration and exploitation is quite hazardous. The magnitude of changes in R&D expenditure, whether increases or decreases, is positively associated with organizational failure. Firms maintaining higher levels of absorptive capacity are more capable of surviving the leap from R&D‐based exploitation to exploration, and firms that do not use reductions in R&D expenditure to manipulate short‐term earnings performance are more likely to survive the leap from exploration to exploitation. Managerial summary : In order to survive and thrive, innovative companies must be able to exploit their existing competencies, and to explore for new ones once those current competencies decline in value. However, transiting from one form of innovation to the other is difficult because the skills required to explore are fundamentally opposed to those required to exploit. In this article, I describe how difficult this leap between exploration and exploitation can be. I show that the move between R&D‐based exploration and exploitation is related to organizational failure. In addition, firms that are superior learners are more likely to survive the leap from exploitation to exploration, and firms that are not cutting R&D expenditure to manipulate earnings are more likely to survive the leap from exploration to exploitation. Copyright © 2015 John Wiley & Sons, Ltd.