Innovation, Sustainability, and Levels of Process Management - by Joy Carter

7/27/2019 Innovation, Sustainability, and Levels of Process Management - by Joy Carter

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Innovation, Sustainability,

and the Levels of

Process Management:

Cultural, Corporate, and Global Considerations

Week 6-7 Group A Joy Carter

December 2010


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Finances

Define budgets, accounting

processes, timelines, regulations

Assign responsibilities

Measure performance

Highlight areas for improvement

Human

Study the cultural landscape of the

firms in your network, as well as

that of the individual actor/agents

within it.

Establish universally respectful

processes and precedures

Compensate employees fairly at

all levels

Research

Establish research resources,

including collaboration and

outsourcing options.

COMPONENTS OF THE PROCESSES


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Trapped in Your Own Net? Network Cohesion, Structural Holes, and the Adaptations

of Social Capital. Gargiulo, M., & Benassi, M. (2000).

S.E.A.: Strategic Evolutionary Advantage. World Futures: The Journal of General

Evolution, 60(1/2), 99-114. Laszlo, A., & Laszlo, K. (2004)

THE LITERATURE

Assigned Literature and Readings:

Match Your Innovation Strategy to Your Innovation Ecosystem. Harvard Business

Review, 84(4), 98-107. Adner, R. (2006).

Innovating our way to the next Industrial Revolution. MIT Sloan Management

Review, 42(2), 2438.Senge, P., & Carstedt, G. (2001).

Managing Creativity and Innovation: Chapter 3, Idea Generation: Opening the

Genies Bottle. Harvard Business Review (2003)

Closing the Innovation Gap. Chapters 5, 6, and 7. Estrin, J. (2009).


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Theassigned readings for this presentation provide many details on the ideas of innovation andprocess management. Complexity and Chaos theories were minimally discussed, but it is clear that a

paradigmatic shift in thinking and processes will need to be disseminated across the global business

landscape to achieve true innovation and sustainability. The debate over network cohesion and

structural holes leads to the obvious conclusion that one approach may fit a particular firm better at a

particular time, but there is no blanket prescription or process for choosing. According to Garigiulo and

Benassi, The right balance between safety and flexibility may also depend on the stage of the

managerial career. Existing research suggests that the relationship between network structure andmanagerial performance may be contingent on the particular situation of the manager (p. 193, para 4).

Fundamentally there is an issue of trust between collaborators, which must be tested, established and

measured to create sustainable innovative processes.

This point is further illumined by the consideration of globalization, knowledge management, and

the concept of evolutionary development. Lazlo (2004) and Adner (2006) delve into the required

mechanisms, processes and areas of change necessary to recognize and support a process of

evolutionary development which can or should lead to an environment of sustainable innovation. Toaccomplish this, we must begin at the firm level and utilize the tools of organizational learning to

disseminate and manage this new knowledge economic era.

Senge & Carstedt (2001) provide comprehensive reflection on past and future waves of innovation,

noting, though, as did Estrin (2009) and the Harvard Business Review (2003), that successful innovation

can only be achieved when a financial, ecological and social syntony of processes in this global economy

are operating in a consistent state of balance.

SYNTHESIS OF THE LITERATURE


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Process Management

Structural Holes vs. Network Cohesion

Knowledge Management (Phases/generations)

Globalization

Evolutionary Development

Sustainable Competitve Advantage

Organizational Learning

Economy of Nature

Syntony

Innovation Ecosystems

Initiative Risks

Interdependence RisksIntegration Risks

KEY THEMES AND CONCEPTS

SYNTHESIS OF THE LITERATURE:


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Open

Systems

LEVELS OF PROCESS MANAGEMENT

Global Level

Ecologically beneficial

practices

Accountability systems

Corporate Level

Product development

and innovation

Knowledge management

Collaborative Networks

Accountability SystemsNationalism

Individual/Human Level

Personal Belief SystemsCultural Expectations

Individual Ambitions

Productinnovation


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Actors who adopt both or mutant forms of social capital relationships and the effect

this dual approach has on each individual actors goals and strengths, as well as the

effects this dual approach has on their co-op players as well as their competition.

What are the risks and benefits of each form of social capital relationship? And how

can firm managers know when to follow one or the other?

What are the costs of adopting this new era evolutionary knowledge management system?

How do smaller, marginalized consumers, nations and firms fit and operate within this

evolving ecosystem?

GAPS IN THE LITERATURE


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How can governments, regions, companies and consumers perceptions of business and

knowledge management be successfully changed en masse to accept this new paradigm

and affect sustainability? What processes have to change?

How do corporations and managers properly cherry pick the processes to help

them innovate and promote sustainability?

GAPS IN THE LITERATURE, cont.

How does nationalism affect the progress and process of globalization and innovation?

How does nationalism affect the social capital choices and timing of various actors?


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How do culture, nationalism and economic inequalities affect the main process

management choices of individuals and firm managers?

The background of this topic is rooted in my belief that individuals and their choices,

skills and culture underlie every aspect of process management and even business in

general. Where choices, skills and information are limited, processes are limited or

inaccessible. For example, entrepreneurs in parts of African are working to innovate the

process of making Internet purchases. Currently, some parts of Africa are cut- off from

services such as Amazon, EBay or Pay-Pal. For fascinating insights into the process of

accommodating human needs and business innovation thru technology please refer to

the CNBC Executive Series link here:

http://www.cnbc.com/id/15840232?video=1614209333&play=1

PROPOSED TOPIC AND BACKGROUND
http://www.cnbc.com/id/15840232?video=1614209333&play=1http://www.cnbc.com/id/15840232?video=1614209333&play=1


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Cappelli, P. (2009). The Future of the U.S. Business Model and the Rise of Competitors.Academy of

Management Perspectives, 23(2), 5-10. Retrieved from Business Source Complete database.

The authors provide a macro, meso, and micro level view of the variances in job satisfaction around

the globe and the possible explanations for those variances. It is established that indeed job

satisfaction levels are different in different parts of the world. Additionally, the difficulty or intricacy

of determining the reasons for these differences is discussed, with possible explanations lying in the

types of workforce compositions and the percentage of professional level jobs available in a

particular area.

ANNOTATED BIBLIOGRAPHY

Bozionelos, N., & Kostopoulos, K. (2010). What Accounts for Job Satisfaction Differences Across

Countries?.Academy of Management Perspectives, 24(1), 82-84. Retrieved from Business

Source Complete database.

Cappelli aptly lays out the case for past domination of the U.S. model of business in the areas of

finance and mass production. He deftly explains the currently faltering state of U.S. dominance in

light of and in response to the financial management scandals which have been creating headlines

for more than a decade. These scandals have also created some headway for other business models

and governmental competitors, especially in Asian markets to come to the forefront of global

business concerns.


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George S Yip, Johny K Johansson, & Johan Roos. (1997). Effects of nationality on global

strategy. Management International Review, 37(4), 365-385. Retrieved December 10, 2010,

from ABI/INFORM Global. (Document ID: 25531807).

Delios explores the notion that socially responsible practices might harm or jeopardize the

competitiveness of a caring firm. He goes further though, to explain how corporations can take

the initiative to change the nature of the competitive environments they operate in. Delios asserts

that firm leaders and managers can exert pressure and influence on policy makers and power

players to create normative and accepted processes across the global business landscape.

ANNOTATED BIBLIOGRAPHY, cont.

An older resource which provides a very insightful look at the concepts of global strategy and how

such strategy is influence by nationality. The authors correctly surmised that managementprocesses drive the use of global strategy. They also correctly indicated that Americans have

lagged behind our European (and more than ever) our Asian (Japanese) counterparts in fully

adopting global strategy processes.

Delios, A. (2010). How Can Organizations Be Competitive but Dare to Care?.Academy of

Management Perspectives, 24(3), 25-36. Retrieved from Business Source Complete database.


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In this review of the book by Dan Ariely, the authors examine the topics of bias, judgemental

heurtistics and decision making. This article and the book are important to any study about huhman

process management and culture. It provides insightful perspectives on how human beings make

choices at myriad levels.


Karelaia, N. (2009). Predictably Irrational: The Hidden Forces That Shape Our Decisions.Academy

of Management Perspectives, 23(1), 86-88. Retrieved from Business Source Complete

database.

Ming-Jer, C., & Miller, D. (2010). West Meets East: Toward an Ambicultural Approach to

Management.Academy of Management Perspectives, 24(4), 17-24. Retrieved from Business

Source Complete database.

The authors endorse the idea of non-nationalistic views and expectations in managing businesses.

Successful practices from both Western (United States) and Eastern (Asian) cultures are examinedfor compatibility and best practices.


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Pfeffer, J. (2010). Building Sustainable Organizations: The Human Factor.Academy of Management

Perspectives, 24(1), 34-45. Retrieved from Business Source Complete database.

Pfeffer presents a cogent and timely examination of the literature ( or lack thereof) on the subject of

organizations and the effects their choices have on the quality of life, living conditions and

socialization of employees. Recommended for support to a study on culture, process management

and human capital concerns.


The authors compare and contrast the value of the outputs of radical innovation versus registering

patents. They suggest more of a focus on measuring success by the commercialization of newproducts and services moreso than the number and types of patents owned by a firm. National and

corporate culture are viewed as influential to the process of measuring innovation.

Wyld, D., & Maurin, R. (2009). Keys to Innovation: The Right Measures and the Right Culture?.

Academy of Management Perspectives, 23(2), 96-98. Retrieved from Business Source

Complete database.


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In this article, the authors explore the necessity, benefits and possible outcomes of businesses

becoming more aligned with multinational alliances and workforce compositions. After studying

this concept in China, the authors believe that for businesses in emerging markets, being

ambidextrous in the areas of dompetition and cooperation (collaboration) makes for stronger,

businesses with more options and opportunities.


Yunxia, Z., & Jianmin, F. (2010). Does the Relationship Between Job Satisfaction and Job

Performance Depend on Culture?.Academy of Management Perspectives, 24(1), 86-87.

Retrieved from Business Source Complete database.

Yadong, L., & Huaichuan, R. (2009). An Ambidexterity Perspective Toward Multinational Enterprises

From Emerging Economies.Academy of Management Perspectives, 23(4), 49-70. Retrieved

from Business Source Complete database.

The research completed by these authors provides solid evidence for the relevance of studying

national culture in relations to job satisfaction and performance. This article is vital to a proposedresearch topic on culture and process management. Job satisfaction and performance can be

directly tied to the success or failure of a firm.

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