Conference papers

Internationalisation by Idiosyncrasy: Resource Commitments and Competencies for Professional Service Firm Internationalisation

Deirdre Canavan et al. — Tue, 24 Apr 2012 02:56:58 PDT

Using a behavioral process approach within the field of international business theory, this study adopts a resource based lens to examine an area exhibiting exceptional growth, the internationalisation of professional service firms (PSFs). An in-depth qualitative study of the internationalisation process of five architectural firms expanding to multiple international markets was conducted. The paper’s main contribution is the identification of the interplay between the learning process and resource commitments for internationalisation. We reveal how these PSFs can be classified along a continuum whereby they adopt either a project learning or a market learning approach which drives the development and acquisition of either reputational capital or relational capital. Implications for PSFs when developing an approach to internationalisation are discussed.

How Professional Service Firms Internationalise: Resource Commitments and Competencies for Internationalisation

Deirdre Canavan et al. — Mon, 23 Apr 2012 01:40:33 PDT

Departing from traditional economic and behavioural approaches, this study adopts a resource based lens to examine an area exhibiting exceptional growth, the internationalisation of professional service firms (PSFs). An in-depth qualitative study of the internationalisation process of five architectural firms expanding to multiple international markets was conducted. The paper’s main contribution is the identification of the interplay between PSF competencies and the firm’s approach to internationalisation. We reveal how these PSFs can be classified along a continuum ranging from artistic to engineering orientation depending on the firm’s relative emphasis on technical or management competencies when internationalising. Implications for PSFs when developing an approach to internationalisation are discussed.

How do Organisations Engage in Marketing Strategy Making? A Problemistic Search Perspective

Sarah Browne et al. — Wed, 18 Apr 2012 06:12:48 PDT

Despite the importance of marketing strategy making (MSM) we understand little of how strategy making actually occurs within organisations. Departing from the common focus - on the tools and techniques of strategy– we apply a strategy as practice (SAP) lens to our exploration of MSM. We adopt a problemistic search perspective and utilise an in-depth case study to explore individual’s interactions in developing strategic marketing initiatives. We uncover a three-stage pattern in solution search within MSM; identification of the problem situation and postponing response, to problem recognition and acceptance, to a collective problem solving stage, which we label pre implementation consultation. The paper’s main contribution is the development of an initial framework placing a pre-implementation phase between formal and emergent strategy, providing a dynamic theory of MSM.

Consultancy Designer Involvement in New Product Development: Mapping a Novel Design Leadership Process

Fiona Maciver et al. — Tue, 07 Feb 2012 01:14:47 PST

The role of design and designers in new product development (NPD) has always been problematic and complex in its approach and in the extent of its involvement (Leenders et al., 2007; Murray and O’Driscoll, 1996; Veryzer and Borja de Mozota, 2005). As the industrial design profession seeks to confront the challenges of a recessionary environment, both the designer led ‘intuitive’ approach to NPD, and the marketer led ‘systematic’ approach become outmoded (Cross, 2001; Martin, 2007). There is shortcoming, even ambivalence, in the NPD and design management literature as to how design is involved in NPD (Cooper et al., 2003; Olson et al., 1998). Perks et al. (2005) suggest the designer’s involvement is moving from merely functional expertise to broader leadership activities. The research reported in this paper seeks to contextualise the fledgling position of design as NPD leader, and to understand the nature and level of design and designer involvement in NPD.

The Role of Intuition in Strategic Decision Making: How Managers' Rationalize Intuition

Philomena Hanlon — Thu, 17 Nov 2011 03:44:15 PST

This paper looks at the role of intuition in strategic decision making. While there is a considerable body of work on intuition generally empirical research on it and its use by managers is limited. Little research on managers in the ‘field’ has been carried out, with the work by Agor (1989) probably the best known. Due to the nature of intuition (an activity which takes place in the minds of individuals and which researchers can not access directly) this paper looks instead at the discursive patterns of mangers in relation to intuition in strategic decision making.

Primary data collection consisted of interviews with twelve senior managers in Ireland. This research identified that intuition is used by managers in strategic decision making. The research question was to identify the elements that constitute the intuitive discourse. For this paper the discourse of managers on decision making was analysed. A conceptual model, titled the Deconstructing Intuition Model was developed inductively.

An Investigation into the Stickiness of Tacit Knowledge Transfer

Alison Murray et al. — Tue, 30 Nov 2010 07:03:30 PST

Managing knowledge is of central importance to organisational success, (Chia, 2003). The focus of knowledge management systems has progressed from the management of explicit knowledge to tacit knowledge. The mportance of tacit knowledge is highlighted by Wah (1999:27) who argues that 90% of the knowledge in any organisation is embedded and synthesised in people’s minds. However, tacit knowledge is the specific type of knowledge that is characterized as extremely difficult to capture or articulate, (Nonaka, 1994). Academics and practitioners alike have gained an appreciation for this type of knowledge. Tacit knowledge has become recognised as a significant and advantageous part of the knowledge base of both individuals and organisations. However, in order for organisations to take full advantage of their current tacit knowledge base they must encourage individuals to both capture and transfer it. This paper addresses the difficulties associated with the capture and transfer of tacit knowledge. Szulanski (2000), identified a concept he called ‘stickiness’ to describe the difficulty of this process. It is generally assumed that tacit knowledge is both costly and time-consuming to transfer (Szulanski, 1995). It has been shown however, that tacit knowledge is transferred on a regular basis within organisations, sometimes with great difficulty and sometimes with ease. In order to assist both individuals and organizations in their attempt to transfer tacit knowledge we must first identify the obstacles that stand in their way. Szulanski (2000) discussed eight areas of difficulty which are experienced during a knowledge transfer. He categorises them into two separate areas of the transfer, namely knowledge characteristics and situational characteristics, with four difficulties identified within each. This paper uses these eight areas of difficulty as the bounds within which to test the ‘stickiness’ of tacit knowledge transfer. This paper conducts a systematic empirical investigation into the ‘stickiness’ of tacit knowledge transfer through qualitative semi-structured interviews and an in-depth literature review. The semi-structured interviews consist of a detailed examination of tacit knowledge transfers among IT support professionals and both integration and software engineers. The interviewees were asked to discuss in detail times when they were involved in a transfer of tacit knowledge, and were then probed for further information on the difficulties they experienced and the obstacles they encountered. Analysis of the interview transcripts shows a vast difference in the spread and significance of difficulties experienced during the transfer of tacit knowledge compared to that of knowledge in general. However, it is important to note that Szulanski’s eight areas of difficulty are a sufficient basis upon which to study tacit knowledge transfer. Three areas of difference stood out, firstly the influence of the source on the transfer of tacit knowledge is significantly stronger than that of knowledge in general, secondly the reasons for transferring incomplete knowledge varied greatly from that discussed by Szulanski, and finally the effect of organisation and industry culture on the likelihood of tacit knowledge transfer is considerably higher. Being aware of the difficulties that emerge during a tacit knowledge transfer allows those engaging in it to reduce these difficulties and to seek solutions to them.

Interaction of the Legitimate System and the Shadow System in Organisations

Caroline Halpin et al. — Mon, 02 Feb 2009 08:43:57 PST

This research examines the relationship between the Legitimate and the Shadow Systems in organisations: an interaction that can result in bringing an organisation into a state of bounded instability, and therefore increased creativity and innovation. The Legitimate System consists of the formal hierarchy, bureaucracy, rules, controls and communication patterns in an organisation. A properly functioning Legitimate System is vital for the conduct of business in an organisation in order to ensure its survival and efficiency. The Shadow System is a term coined by Stacey (1997) to describe the informal network of relations within the organisations that are evident in casual hallway conversations, along the grapevine, through the rumour mill and in the informal procedures for getting things done. It harbours such diversity of thought and approach that it is often the place where much of the creativity resides within an organisation. Hence, it can be a great source of innovation if leaders could learn to listen to and tap into it. Stacey proposes that when the Legitimate and Shadow Systems are at a level of optimum interaction, an organisation can sit at the Edge of Chaos or be in a state of bounded instability. In this state the organisation hovers between equilibrium and chaos and is the ideal setting in order to promote change and maximise innovation and creativity (Brown and Eisenhardt, 1997).

An Examination of the Role of Intuition in Individual Decision Making in Organisations

Rory Martin et al. — Fri, 30 Jan 2009 06:32:28 PST

The feeling of knowing without knowing has often been described as listening to your heart, trusting your gut, or using your intuition. As decision makers face more turbulent and complex environments, rational analysis may not always be able to assist in yielding optimal results. In cases where sufficient data is not available or the situation is one that the decision maker or the organisation has not faced before, the decision maker may utilise intuition to guide them through uncertainty (Lank & Lank 1995:19). This paper looks at the role that intuition plays in individual decision making in organisations. The primary research for the paper consisted of an examination of strategic decision situations with four key decision makers. For the purposes of this paper a strategic decision was defined as one ‘with important consequences and resource demands for the organisation’, (Nutt, 1998:198). Following analysis of the decisions researched, three hypotheses are put forward for discussion and exploration in future research. The basis for a conceptual model for the use of intuition in decision making is presented and discussed. The report’s findings conclude the following: intuition plays a key role in decision making in organisations; the use of intuition is linked to experience; decision makers in organisations use ‘informed’ intuition when making decision and rational decision making and intuition should be viewed as complementary components in decision making as opposed to mutually exclusive processes.