Sihem Ben Mahmoud-Jouini

Key resources and internationalization modes of creative knowledge-intensive business services : the case of design consultancies

In the ‘knowledge economy’, knowledge-intensive business services (KIBS) are a key driver for innovation and competitiveness. The internationalization of these businesses raises challenges given their specificities such as knowledge intensity, the importance of customer interaction and intimacy in service delivery. This paper focuses on design consultancies as a specific type of creative KIBS for which these characteristics are emphasized. The objective of this research is to analyse the resources leveraged by the firms to compete internationally. It is based on 11 case studies of design consultancies located in five different countries (France, Italy, Portugal, Spain and the UK) that were selected for their capacity to perform at the international level for several years. The paper advances three internationalization modes depending on contingent variables and focusing on specific resources that enable international competitiveness: star-based, process-based and glocality-based. In star-based creative KIBS, the individual designer has developed a reputation that attracts customers internationally, operating as a brand. In process-based creative KIBS, the reputation of a collective creative process attracts clients from other countries. In glocality-based creative KIBS, the geographical proximity obtained by opening international offices helps to develop a close understanding of the client through frequent interactions, and also to know the clients market well and to better understand local codes and signs. These modes complement those presented in the existing internationalization literature which takes the peculiarities of creative KIBS into consideration.

Enhancing Discontinuous Innovation through Knowledge Combination: The Case of an Exploratory Unit within an Established Automotive Firm

The literature on innovation management underlines the necessity to separate the exploratory unit that builds new businesses on the basis of radical innovation from the exploitation unit that emphasizes continuous improvement. However, little research focuses on the exploratory unit in itself: the very nature of its activity, its composition, etc. The aim of this article is to analyse the exploratory unit in mobilizing results highlighted by research on organizational creativity. It is argued that in order to enhance discontinuous innovation, knowledge combination should occur and be facilitated in the exploratory unit. Hence, the research question is what organizational design at a fine-grained level and creativity processes are likely to enhance knowledge combination and thus discontinuous innovation? Based on an in-depth study of an exploratory unit created in an established multidivisional firm pursuing the development of discontinuous innovation and which generated several actual breakthroughs, we highlighted four key factors that enhanced knowledge combination: (i) the definition of the scope of the unit, (ii) the composition of the unit and the dual roles of its members, (iii) the boundary objects that supported the interactions between these members during the creativity process, and (iv) the arenas where new knowledge was further created.

Contributions of Design Thinking to Project Management in an Innovation Context

Researchers have long recognized that standard approaches to project management are ill-suited to address changes in the environment or business needs, particularly in innovative contexts characterized by uncertainty and complexity. Instead of being concerned with the efficient implementation of a deliberate strategy, a project in such a context becomes a process for strategy formulation. Three imperatives for project management arise as a result: managing the explorative phase, managing the involvement of stakeholders in the project, and managing the project in relation to the strategizing process of the firm. We propose that design thinking, a recent evolution in the field of design, can make some important contributions to these imperatives. Design thinking has been highlighted by practitioners as well as academia as a novel methodology that is potentially valuable for improving innovative outcomes, whether they are products, services, or strategies. We examine and articulate these possible contributions through 10 propositions that could form an agenda for future experimentation and empirical research on innovation project management.

Establishing Relationships with New Suppliers Having Distant Knowledge to Target Discontinuous Innovation

A discrepancy exists in the literature regarding the type of suppliers to consider when targeting discontinuous innovation (DI). Some authors suggest that DI require leveraging knowledge from a selection of familiar and trustful suppliers, whereas others claim that DI requires leveraging distant knowledge from new suppliers. The authors argue that establishing relationships with a new supplier mastering knowledge distant from the firm’s one, requires a specific process. Based on a longitudinal study in a firm that developed such relationships and succeeded in enhancing DI, they underline three characteristics of the approach adopted: (i) proposing an open enough formulation to give the suppliers the opportunity to value their competencies but well documented, (ii) having a structured and transparent process, supporting a mutual progressive commitment and (iii) dedicating a specific entity with access to the top management and technical specialists, with a global vision of the questions to be tackled.

Key Factors in Building a Corporate Accelerator Capability: Developing an effective corporate accelerator requires close attention to the relationships between startups and the sponsoring company.

Overview: Since the creation of the first innovation accelerator, Y Combinator, in 2005, corporate accelerators are increasingly being adopted as a way for established firms to source innovation from startups. However, few studies have addressed the drivers of successful accelerators. This case study examines the experience of an established, global firm that launched 12 corporate accelerators between 2013 and 2016. The findings highlight two critical factors in building an effective corporate acceleration capacity: 1) designing a differentiated value proposition for startups based on the capitalization of corporate assets, and 2) developing a specific process to manage the relationships between the corporation and the startups involved in the accelerator. One strong mechanism increasing the potential for success is the assignment of dedicated business developers who can act as boundary spanners and oversee relationships to ensure that the interests of both parties converge.

Developing knowledge from entrepreneurial actions – toward a taxonomy

Purpose The purpose of this paper is to enrich our understanding of entrepreneurs’ daily deeds, tasks and activities. The research investigates the ways in which entrepreneurs seize opportunities and gain knowledge from the start to the expansion of their ventures. Design/methodology/approach Two case studies were developed based on a longitudinal fine-grained analysis of two ventures over two years. Entrepreneurs’ success and learning were modeled in line with grounded theory methodology. Data were collected from both primary and secondary sources in the form of semi-structured interviews and archival documentation. Findings The authors develop an original conceptual framework that consists of ten entrepreneurial learning opportunities and four knowledge development modes. There are ten generic types of actions that entrepreneurs take. There are then four distinctive ways to transform these experiences into knowledge. The model is assessed in absolute terms and relatively to existing taxonomies. Research limitations/implications The findings question the premises on which entrepreneurial learning research traditionally relies. Opportunities can be open-ended rather than purely instrumental. Similarly, knowledge can be emerging as much as it can be espoused. This opens-up space for further research. Practical implications For practitioners, the findings suggest new ways for making sense of the daily experience of their entrepreneurial endeavor. The learning modes suggested can be used by coaches and mentors when helping entrepreneurs in their venture. Originality/value The research provides empirical evidence of what entrepreneurs do. This may help cast traditional debates about what there is to do (logical necessity) and what there is to know (a priori knowledge) in a new light.

Experimentations in emerging innovation ecosystems: specificities and roles. The case of the hydrogen energy fuel cell

Little research has focused on the way an innovation ecosystem emerges and specifically what processes and tools support it. We argue that as in innovation development processes, experimentation may generate knowledge and reduce the uncertainties associated with this emergence. Based on a longitudinal study of hydrogen energy solutions that require a novel ecosystem, we outline four specificities of the experiments performed, designated as complete solution experiments, and their role in this emergence. They: 1) involve all the players required so as to deliver and operate a complete solution; 2) target real customers using the innovation in real conditions over a significant period of time; 3) are highly refined (components and complements are representative of an industrial offer); 4) are transparent on how the data generated will be exploited and shared with all the players who commit to the experiment, who are thus assured that they will acquire validated information.

RESOLVING THE COMMITMENT-FLEXIBILITY DILEMMA IN NEW TECHNOLOGY VENTURES

In their attempt to define radically new product–market pairs, according to the literature, new technology ventures (NTV) are confronted with an apparent dilemma. On the one hand, they should delay key commitments to remain flexible in the face of high uncertainty. On the other hand, commitments are necessary to enable learning and progress. Based on the longitudinal study of four NTVs, we find that the entrepreneurs resolve this dilemma by (i) defining their product and market progressively through iteration and learning, and by (ii) basing this progressive definition on stakeholders’ commitments. We analyse this approach and label it “commit and learn”. Following an inductive methodology, we suggest a conceptual framework to enhance the understanding of commitment as a multi-dimensional concept for new ventures.

Supply based strategies. The case of the French building contractors

By sector, innovation is pulled by demand expressed and anticipated by future customers or pushed by supply. The French Construction sector is experiencing a deep and lasting recession where the demand is not expressed anymore. How can firms change from a demand-pull logic to a supply-push one? This chapter investigates this question for large French building contractors.