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"Augsdorfer, Peter"
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Managing The Unmanageable
The lesson from this research into covert research-also known as \"bootlegging\"-is clear: do not even try to organize the early stages of innovation through formal processes. Interviews at 70 European companies reveal that organizing for creativity is impossible to tackle without contravening one or another organizational protocol. Consequently, it is recommended that managers abandon the arguments over control versus freedom to leave creativity and early innovation where it belongs: in the chaotic, messy and wild terrain of the corporate underground. Management should accept that innovative output emerges from the hidden life of corporations and, moreover, that it is more often than not in line with overall corporate strategy. The research shows that both organizational bureaucracy and the underground world co-exist and interact positively; hence, the long-running debate about how to integrate creativity into the formal organization becomes moot.
Journal Article
Social business model design and implementation in developing countries
Purpose The purpose of this paper is to contribute to the emergent research on social business models by revealing challenges encountered by the design and implementation of such business models. Design/methodology/approach Case study of the development of FACA, an affordable medicine used to treat sickle cell disease, from traditional medicine to market in Burkina Faso. Findings Social business models present important challenges in terms of value capture for all stakeholders. The social profit equation and the profit equation suggested by Yunuset al. are difficult to apply in practice, and therefore, social business model design should consider the social and profit equations jointly. Originality/value Developing countries are seeking different approaches to innovation and healthcare. Social business models appear as one of the potential solutions to bring value to society, organizations, and individuals. The identification of challenges raised by social business models can help policymakers and executives in the design and implementation of these social business models.
Journal Article
Managing the unmanageable: research into bootleg research concludes that managers should leave creative processes in the underground world and formal processes in the official world
OVERVIEW: The lesson from this research into covert research--also known as \"bootlegging\"--is clear: do not even try to organize the early stages of innovation through formal processes. Interviews at 70 European companies reveal that organizing for creativity is impossible to tackle without contravening one or another organizational protocol. Consequently, it is recommended that managers abandon the arguments over control versus freedom to leave creativity and early innovation where it belongs: in the chaotic, messy and wild terrain of the corporate underground. Management should accept that innovative output emerges from the hidden life of corporations and, moreover, that it is more often than not in line with overall corporate strategy. The research shows that both organizational bureaucracy and the underground world co-exist and interact positively; hence, the long-running debate about how to integrate creativity into the formal organization becomes moot.
Journal Article
Social business model design and implementation in developing countries
Purpose
The purpose of this paper is to contribute to the emergent research on social business models by revealing challenges encountered by the design and implementation of such business models.
Design/methodology/approach
Case study of the development of FACA, an affordable medicine used to treat sickle cell disease, from traditional medicine to market in Burkina Faso.
Findings
Social business models present important challenges in terms of value capture for all stakeholders. The social profit equation and the profit equation suggested by Yunus et al. are difficult to apply in practice, and therefore, social business model design should consider the social and profit equations jointly.
Originality/value
Developing countries are seeking different approaches to innovation and healthcare. Social business models appear as one of the potential solutions to bring value to society, organizations, and individuals. The identification of challenges raised by social business models can help policymakers and executives in the design and implementation of these social business models.
Journal Article
Changing competitive forces in Europe continuous improvement in a sample of French, German and British companies
For a company seeking to implement a continuous improvement (CI)
strategy, research has pointed to two pertinent policy suggestions.
First, it is possible to take the essence of a CI philosophy (i.e. one
where the emphasis is on creating an improvement-based learning culture
in the company) and apply it in any environment, however underdeveloped
in terms of the tools of quality management it may be. But the key to
success lies in the second factor for success. It is suggested that in
order for a CI programme to be sustainable it has to be viewed as long
term and company wide. The tools and infrastructure of quality
management have to be supported by strategy, culture and process in a
way that allows the organization to learn and, hence, improve itself.
Journal Article
Changing competitive forces in Europe continuous improvement in asample of French, German and British companies
For a company seeking to implement a continuous improvement CI strategy, research has pointed to two pertinent policy suggestions. First, it is possible to take the essence of a CI philosophy i.e. one where the emphasis is on creating an improvementbased learning culture in the company and apply it in any environment, however underdeveloped in terms of the tools of quality management it may be. But the key to success lies in the second factor for success. It is suggested that in order for a CI programme to be sustainable it has to be viewed as long term and company wide. The tools and infrastructure of quality management have to be supported by strategy, culture and process in a way that allows the organization to learn and, hence, improve itself.
Journal Article