Purpose – The purpose of this paper is to explore and explain the links between knowledge management (KM) and leadership in knowledge-intensive firms. Design/methodology/approach – This study employs an instrumental case-based study on four knowledge-based firms to explore KM and leadership approaches, and the links between them. Data were primarily collected through qualitative interviews with firm managers and direct observations, as well as quantitative data by questionnaire from the firm employees. Read more
, KM and leadership
Using an organizational learning perspective, we link the decision by venture capital (VC) firms to invest early in a new high-technology industry to three experiential learning mechanisms: the familiarity associated with accumulation of early funding decisions, the shaping or imprinting effect of the firm’s very first such decision, and the decay or “forgetting” associated with the dormancy of prior such decisions. We find support for these learning patterns using data on the investments made by US VC firms between 1962 and 2004.
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, venture capital
Today, almost any B2B firm claims to be “customer-oriented”. However, only few firms have a rigorous and stringent system that integrates the “best” (B2B) customers into its innovation process – where “best” in this context is measured not by volume of sales but by contribution to the firm’s innovation. A lot of insight has been generated on how to engage consumers in the innovation process. There is also a growing body of knowledge about how to innovate openly on the R&D side of the innovation process. But little has been written up so far about how to systematically integrate B2B customers in the firm’s Open Innovation system. innovation-3’s Frank Mattes closes this gap by sharing some insights.
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, integrate B2B
, innovation process
We examine how leadership transition affects firm performance in emerging economies. Building upon the social embeddedness and neo-institutional perspectives, we argue for the importance of alignment between successor origin and social context for firm performance. Read more
, Leadership succession and firm performance
SOME hilarious videos doing the rounds on the internet show people pretending to take photos with invisible iPhones and hold conversations on them. These spoofs are meant to poke fun at Apple and its legion of fans. But the very notion that the firm could produce a see-through phone also highlights how closely its brand has become associated with revolutionary innovations. What a pity, then, that the iPhone 5, which was unveiled on September 12th, fails to live up to that hard-won reputation. Read more
When media reported that Craft Silicon, a Nairobi based financial software firm was moving to Singapore, many were not surprised.
However, this optimism is under threat as Craft Silicon, a major player in software development in Kenya announced plans to relocate its operations to Asia citing harsh operating environment and unfavourable tax regimes. Read more
, Craft Silicon
The competitiveness of firms in open economies is increasingly determined by access to low-cost and high-quality producer services. This paper discusses channels through which openness to trade in services may increase productivity at the level of the economy as a whole, industries and the firm, what can be done to enhance production and export of services and how to design policy reforms to open services markets to greater foreign participation.
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