scholarly journals Co-Creation as the Solution to Sustainability Challenges in the Greenhouse Horticultural Industry: The Importance of a Structured Innovation Management Process

2021 ◽  
Vol 13 (13) ◽  
pp. 7149
Author(s):  
Ingrid Moons ◽  
Kristien Daems ◽  
Lorens L. J. Van de Velde
Keyword(s):  
Innovation Management ◽  
Relationship Management ◽  
High Tech ◽  
Innovation Development ◽  
Creation Process ◽  
Management Literature ◽  
Sustainability Challenges ◽  
Depth Interviews ◽  
Stakeholder Relationship

Sustainable innovations try to resolve complex challenges related to climate change. Co-creation with diverse stakeholders in innovation networks opens opportunities to successfully develop and implement sustainable innovations. However, collaboration between heterogeneous partners poses challenges at the level of stakeholder relationship management that affect the progress of innovation development. This study’s purpose is to investigate how co-creation processes that develop sustainable and climate-neutral high-tech innovations in the greenhouse horticultural industry should be structured and how stakeholder relationship management affects the progress of innovation development. Design methodology is linked with innovation management literature. A case study observed seven innovation trajectories that developed energy saving and climate-neutral growing techniques in the greenhouse horticultural industry in Flanders (Belgium) and The Netherlands over a period of three years. In-depth interviews (n = 13) were conducted to have the partners reflect on the co-creation process. Results show that co-creation management should focus on team composition, partner alignment and transparent communication about intentions, expectations and role division throughout the process. The initial stages of a co-creation process are crucial for context mapping and creation of team cohesion and do affect the subsequent stages in the process. Besides, in sustainable high-tech contexts, co-creation facilitators are faced with the need for technical knowledge and skills.

CRM in the Context of Airline Industry

2012 ◽  
pp. 93-100
Author(s):  
Riyad Eid ◽  
Mustafa Zaidi
Keyword(s):  
Conceptual Model ◽  
Airline Industry ◽  
Role Model ◽  
Relationship Management ◽  
Customer Relationship ◽  
High Tech ◽  
Phase 2 ◽  
High Tech Industry ◽  
Business Sectors

The airline industry is known as high-tech industry that leads other business sectors, serving as a technological role-model. This paper proposes a conceptual model for Customer Relationship Management (CRM) implementation in the airline industry, using a case study of a Mexican airline. The authors provide new theoretical grounds for studying the CRM. This study is an empirical assessment of the CRM model and also assesses the basic phases of the CRM implementation which are 1) Information Phase, 2) Trust Phase and 3) Objectives Phase.

Knowledge and Innovation Management

2019 ◽  
pp. 19-44
Author(s):  
Marianne Gloet ◽  
Danny Samson
Keyword(s):  
Innovation Management ◽  
Service Organizations ◽  
Innovation Capability ◽  
Review Of The Literature ◽  
Value Capture ◽  
Analysis Methodology ◽  
Successful Innovation ◽  
The Relationship ◽  
Depth Interviews

This qualitative research examined the relationship between knowledge management (KM) and systematic innovation capability in 16 Australian manufacturing and service organizations that exhibited both successful innovation and robust KM practices. A review of the literature indicated a number of areas where KM enhances and supports innovation capability. Using a multiple crosscase analysis methodology and applying a framework of systematic innovation capability, in-depth interviews were conducted with managers of the case study organizations. The analysis of the data revealed the main contributions of KM to systematic and sustained forms of innovation. Finally, a model of knowledge and innovation capability was developed to guide the development of knowledge and innovation management as a dynamic capability to support value capture, value creation, and value delivery from innovation.

Stakeholder engagement toward value co-creation in the F&B packaging industry

2019 ◽  
Vol 15 (3) ◽  
pp. 315-331 ◽  
Author(s):  
Marcella Giacomarra ◽  
Maria Crescimanno ◽  
Georgia Sakka ◽  
Antonino Galati
Keyword(s):  
Supply Chain ◽  
Relationship Management ◽  
Content Type ◽  
Study Approach ◽  
Stakeholder Pressure ◽  
External Stakeholders ◽  
Food And Beverage ◽  
Internal Stakeholders ◽  
Stakeholder Relationship

Purpose The purpose of this paper is to explore how a food and beverage packaging company manages internal and external stakeholders to achieve sustainable innovation outcomes, as well as to contribute to the spread of sustainability paths along the supply chain, on which it operates. Design/methodology/approach A case study approach was chosen and applied multiple methods of semi-structured interviews and a documentation review. Findings Results reveal a structured stakeholder relationship management, according to which the packaging company acts through a stakeholder engagement process to both acquire and share new knowledge to address stakeholder pressure. Co-creation models result in a winning strategy to exploit knowledge, above all in a supply chain context, where actors should act as a part of a strictly interlinked system, involving external stakeholders (also suppliers) and internal stakeholders in joint eco-innovation projects. The case study shows the potential strategic role of a packaging company in affecting relevant actors of the supply chain through the promotion of a sustainability culture. Research limitations/implications The first limitation is linked to the chosen case study approach, which does not allow for results to be generalized. Future works could arrange panel data analysis to investigate in depth the behavior of several packaging companies regarding stakeholder relationship management. Practical implications Managerial implications mainly underline that, to fully address market stakeholder pressure, managers should recognize the relevance of acquiring and sharing new knowledge from external sources, without underestimating the need to integrate it with internal stakeholders (employees) for its exploitation. Originality/value The present work is original for the food and beverage industry, with specific attention on the packaging sector, which, until today, has been widely investigated regarding food and waste loss reduction strategies, but less often from the perspective of stakeholder relationship management in addressing sustainability.

scholarly journals Mō tātou, ā, mō kā uri ā muri ake nei – For Us and Our Children After Us:  Iwi Entity in the Post-Settlement World

2021 ◽  
Author(s):  
◽  
Erin Roxburgh-Makea
Keyword(s):  
Human Resource ◽  
Strategic Human Resource Management ◽  
Depth Analysis ◽  
Management Literature ◽  
Kaupapa Māori ◽  
Business Setting ◽  
Business Entities ◽  
Depth Interviews ◽  
And Training

<p>This thesis aims to gain a better understanding of iwi and their associated business entities in their post settlement phase and how they maintain their own kaupapa Māori.  The study examines the complex environment in which an iwi entity operates. This topic and environment has not been studied previously in academia and will therefore provide a unique insight from the study. The exploration was done through an in-depth analysis of a single organisational case study; the data collection method undertaken was in-depth interviews and document analysis.  The study found that the iwi entity has put specific strategies in place to ensure they maintained their kaupapa Māori. A focus was placed on how values and culture are transmitted through human resource practices of recruitment and induction. They did this through formal mechanisms, such as documentation and training, as well as informal mechanisms such as socialisation, history, and oral story telling. What was most unique as a finding was that traditional iwi values and methods were brought through into the contemporary business setting at the iwi entity.  Contributions from this study are made to the Māori business and Māori management literature, as well as Strategic Human Resource Management literature and organisational culture literature. In a practical sense there are implications for Māori organisations, iwi entities and non-Māori organisations.</p>

scholarly journals A PROPOSED MODEL OF VALUE CO-CREATION THROUGH MULTI-STAKEHOLDER COLLABORATION IN DOMESTIC PRODUCT DEVELOPMENT

2021 ◽  
Vol 22 (2) ◽  
pp. 414-425
Author(s):  
Anggraeni Permatasari ◽  
Wawan Dhewanto ◽  
Dina Dellyana
Keyword(s):  
Single Case ◽  
Domestic Product ◽  
Stakeholder Collaboration ◽  
Creation Process ◽  
Study Approach ◽  
Proposed Model ◽  
Multi Stakeholder ◽  
Domestic Products ◽  
Depth Interviews

This study illustrates the collaborative value co-creation process that involves multi-stakeholders in developing domestic products and services design in Indonesia. Although the value co-creation process performed effectively, the new product is still experiencing obstacles in term of commercialization and sustainability. The purpose of this research is to construct a model to encourage the process of value co-creation in the commercialization phase of domestic products. The qualitative method with a single case study approach is conducted in this research. Data collected with in-depth interviews, observations and archival. The informants are representatives of stakeholders that interact and participate in the IKKON program. Data analyzed with DART model (Dialogue, Access, Risk Assessment and Transparency) to examine the process of value co-creation in the IKKON program. This approach constructs an analysis that involves stakeholder’s experience during the value co-creation process as a basis for innovation. The results showed with collaboration; stakeholders could learn from each other to understand the needs. The collaboration with multi-stakeholder will increase the values of the product by combining local and public needs. The finding proposed a collaborative model to optimizing domestic product in terms of commercialization. This research enlarges a practical perspective in managing value co-creation and decision making.

Innovation Policies in Managing Growth for High-Tech Companies

2015 ◽  
Vol 6 (4) ◽  
pp. 33-42 ◽  
Author(s):  
Belle Selene Xia
Keyword(s):  
Innovation Management ◽  
Point Of View ◽  
High Tech ◽  
Performance Review ◽  
S Curve ◽  
New Research ◽  
The Cost ◽  
Regular Review ◽  
Innovation Policies

Given the high percentage of turnover invested in R&D, the cost structure and segmentation of investment in high-tech firms necessitate regular review of resource allocation. For high-tech firms, the vital importance of innovation management is one of the building stones of a successful business. The key question remains how innovations can be managed throughout the S-curve of technological performance from the strategic point of view? The aim of this study is to capture an innovation framework for high-tech firms enabling them to actualize the value of technological breakthroughs based on a case study. The author's results are performance-driven. She will address some of the causes behind a technological failure along with its impact on the firm's profit margins. Based on the management insights of her case company, the author sees that innovation policies in high-tech companies can be dissected into four main management phases: sources, formulation, execution and maintenance. New research opportunities are opened in the performance review of technological innovations for listed companies.

CRM in the Context of Airline Industry

2010 ◽  
Vol 1 (2) ◽  
pp. 35-42 ◽  
Author(s):  
Riyad Eid ◽  
Mustafa Zaidi
Keyword(s):  
Customer Relationship Management ◽  
Airline Industry ◽  
Role Model ◽  
Relationship Management ◽  
Customer Relationship ◽  
High Tech ◽  
Phase 2 ◽  
High Tech Industry ◽  
Business Sectors

The airline industry is known as high-tech industry that leads other business sectors, serving as a technological role-model. This paper proposes a conceptual model for Customer Relationship Management (CRM) implementation in the airline industry, using a case study of a Mexican airline. The authors provide new theoretical grounds for studying the CRM. This study is an empirical assessment of the CRM model and also assesses the basic phases of the CRM implementation which are 1) Information Phase, 2) Trust Phase and 3) Objectives Phase.

scholarly journals Using Event Diaries and In-Depth Interviews for Understanding Shared Understanding in Headquarters-Subsidiary Cooperation

2020 ◽  
Author(s):  
Fanny Seus ◽  
Marion Weissenberger-Eibl
Keyword(s):  
Sampling Methods ◽  
International Management ◽  
Distributed Teams ◽  
Shared Understanding ◽  
Sampling Methodology ◽  
Diary Method ◽  
Management Literature ◽  
Research Gap ◽  
Depth Interviews

The paper describes the application of a qualitative diary method combined with in-depth interviews in the context of headquarters-subsidiary cooperation. We examine the distinct requirements of studying shared understanding in the case of distributed teams and argue that further research is necessary in order to explain inter-team conflicts arising from incongruent understandings and divergent expectations. Building on this research gap, we perform a case study in the headquarters of a multinational technology company and one of its subsidiaries. With the help of Event Sampling Methodology (ESM) and in-depth interviews, we were able to identify, analyze and comprehend situations characterized by lacking shared understanding. By this, our research contributes to the methodical discussion on event sampling methods and proposes new fields of application. Furthermore, it contributes to the international management literature by analyzing misunderstandings in international R&D cooperation.

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