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To get more from your innovation efforts, you must first know what type of change you want to achieve, whether it be strengthening the trajectory of your existing path or fundamentally reinventing your business. The authors identify the forms of innovation well suited for each of the three primary types of strategic innovation and suggest specific strategies to help businesses achieve their goals.

This article is a transcript of the plenary discussion at the North American Case Research Association conference in October 2020. In a (virtual) fire-side style conversation, author and protagonist involved in the case, KidZania: Spreading Fun Around the World, share their experiences in building a relationship based on trust, negotiating access and approval, disguising data, revising their work, and publishing the case in Case Research Journal (2018, Volume 38 Issue 2).

Consumers in El Salvador can now use bitcoin to buy everything from Big Macs and Starbucks coffee to big-ticket items like automobiles. But don’t be overly impressed by the cryptocurrency’s newfound status as legal tender in the Central American nation. It isn’t the watershed moment in monetary history that true believers claim. Being the first nation to adopt bitcoin is a great way to make headlines, but a policy decision as big as this for any nation should be backed by indisputable rationale. And El Salvador’s decision to embrace bitcoin is a significant gamble by President Nayib Bukele. Protesters are now taking to the streets to express fears related to crypto-market instability and the risk of inflation. And they have reason to worry. In the case of bitcoin—which ironically wasn’t designed to work in tandem with a fiat currency or need government support—viability as a currency will take much more than enabling legislation. Although the world is likely to eventually warm up to digital currencies, how things shake out in the crypto space could be poles apart from the contemporary scene. If you are interested in government policies that will influence the future of crypto, China’s pilot project on introducing a digital yuan is where you should be looking.

This article explores the role that technology plays in creating and fostering transparency in global supply chains. Transparency is deemed vital in the creation of sustainable and resilient supply chains and overall effective corporate governance. There are two distinct orientations toward the use of technology by multinational corporations (MNCs) in creating sustainability transparency within their global supply chains: control and relational. A control orientation views technology as a tool to gather the ever-increasing levels of sustainability data on supplier practices in an efficient, secure, and progressively automated manner. A relational orientation adopts a view where technology is a tool to help build social relations and improve dialogue and collaboration on sustainability throughout the supply chain. A key difference in the two orientations lies in the mindset of the MNC manager toward the development of supply chain sustainability transparency. The article illustrates the effective application of both approaches and offers advice to managers on the design choices they need to consider in choosing technologies.

Many organizations are eager to develop a digital platform. Yet, it is not clear how to realize this ambition, especially for large companies with complex existing structures. This study demonstrates how the growing trend of "Inner Source" (adopting internal open- source/crowdsourcing practices within large organizations) can help companies become more platform-based. This article studies three large organizations - Zalando, Philips Healthcare, and PayPal - and identifies a four-stage model that explains how Inner Source helped them develop their internal and external platforms. It details six recommendations for large organizations wishing to follow a strategy of Inner Source-driven platformization.

Entering a new product category or new geographic area may mean adding one or more new competitors with names similar to that of the now-extended brand names those competitors have trademarked or can claim by common law as first users. A company extending its brand therefore may be unable to use its own trademark legally unless it can show the brand extension as a natural expansion. Most such lawsuits settle, but this study uses legal research methods to examine 12 that went to trial. Results show a brand extender most often prevailing in court if and only if (1) its extension into a new product category is seen as similar to its current offerings or (2) its geographic expansion is seen as simply moving into an area in which it already has market presence. By contrast, a firm may lose out to a company already using a similar name for a diverse set of reasons: products differing from their current offerings, differing trademarks, weak marks, or if buyers seem unlikely to encounter both users of the name in question. But no bright line divides winners from losers.

Corporate corruption has become a pervasive problem in our society as scandals erupt with disheartening regularity. These unethical business practices result not only in financial disaster but also in the disillusionment and loss of trust on the part of consumers and shareholders alike. Unethical behavior often originates with top management. However, these bad actors cannot act alone. They must have the complicit support of others within the organization. In this installment of Business Law & Ethics Corner, we examine the pressures and motives of people deep within the corporation; the ordinary people who, by just going about their everyday jobs, enable these scandals to take place. Administrative evil is an explanatory framework to understand the tendency toward dehumanization and the rationalization of unethical behaviors. Using the Wells Fargo account scandal as an illustration, we integrate administrative evil with theories from organizational psychology which strive to understand group pressure for social conformity. We conclude with recommendations to prevent unethical attitudes and behaviors from permeating the organization.

Generation Z, or Gen Z, represents 24% of the U.S. population and is very different from earlier generations. A higher proportion of Gen Zers are earning college degrees, and they are now moving to the next phase in which they will constitute the predominant majority of the incoming workforce. Gen Z faced an unusual set of technology-driven circumstances while growing up and thus bring a distinct set of characteristics into the workplace. We offer a new research-based framework, DITTO, which encapsulates specific recommendations for organizations on diversity, individualism and teamwork, technology, and organizational supports. DITTO serves as a useful mnemonic to help managers recall specific ways to support Gen Zers and leverage the strengths of Gen Zers to benefit the organization and the workforce. Research shows that Gen Zers are more open to diversity and more individualistic and technology-driven than other generations. To the extent that companies use the DITTO framework, the more attractive they should be to Gen Z workers; but the principles of this framework also extend beyond Gen Zers to existing workforce with similar efficacy.

In this article, we argue that the occurrence, trajectory, and impact of consumer activism are in large part driven by the political environment in which firms operate, particularly by their country's level of polarization and the political makeup of their core customer base. In environments characterized by low levels of political polarization, companies are embroiled in a relatively small number of political controversies, and as a result are rarely the target of consumer activism. Conversely, in highly polarized environments, people's political sensibilities are easily offended, which leads to a relatively large number of political controversies. These controversies tend to arise along party lines, meaning they elicit a consumer boycott exclusively from one side of the political spectrum. Such partisan boycotts lead people on the other side of the political spectrum to rally around the company at the center of the controversy and to purchase more of its products. Whether a company's sales end up decreasing or increasing depends on the nature of the issue at the heart of the controversy as well as on the political beliefs of its core customer base. We conclude by describing how companies can successfully navigate this complex interplay between political polarization, consumer activism, and customers' political preferences.

The potential benefits of augmented reality (AR) to consumers include high levels of interactivity, exposure to an extensive virtual inventory tailored to their needs, high-quality customer support, and better integration between web and store-based shopping experiences. The anticipated benefits of a successful AR strategy to a brand or retailer include higher inventory turnover, increased average sales, reduced sales costs, lower customer returns, higher levels of related-item selling, and better customer support outcomes. Despite these revenue- and loyalty-enhancing benefits, few companies use AR, develop a highly integrated AR plan, or incorporate AR into their marketing programs. This article focuses on the successful planning and implementation of AR through a six-step process: (1) Determine how AR can help achieve marketing objectives; (2) choose appropriate products, channels, and target markets for AR; (3) select among AR application types; (4) design AR apps; (5) evaluate alternative AR organizational formats; and (6) measure the success of AR programs.

The subscription box e-commerce industry has experienced tremendous growth over the last 5 years. Given the growing size of the industry, this business model warrants the close attention of firms currently offering subscription services as well as companies considering entering this industry. This article presents a detailed overview of the subscription box industry and proposes a framework - the four Cs - for understanding subscription offerings. It identifies challenges and opportunities facing this industry, and it provides managers with guidance in the form of five tenets on how to navigate the subscription box economy.

The COVID-19 pandemic has changed how salespeople interact with customers and with business-to-business (B2B) organizations. Organizations must confront the shifts in how their salespeople operate. Recent research recommends firms develop an adaptive sales force to address disruptions like a pandemic and be prepared to meet such challenges in the future. Based on interviews with marketing and sales executives, we explore how firms have responded to these interconnected changes during the COVID-19 pandemic and offer insight into best practices deployed across industries.

As organizations accelerate digital transformation with mobile devices, cloud services, social media, and Internet of Things services, cybersecurity has become a key priority in enterprise risk management. While improving cybersecurity leads to higher levels of customer trust and increased revenue opportunities, rapidly evolving data protection and privacy regulations have complicated cybersecurity management. Against the backdrop of rapidly rising cyberbreaches and the emergence of novel cybersecurity technologies such as machine learning and artificial intelligence, this article introduces a cyber risk management framework, discusses a cyber risk assessment process, and illustrates a continuous improvement of cybersecurity performance and cyberinvestment cost analysis with a real-world cybersecurity example.

Blockchain has the potential to fundamentally transform the healthcare ecosystem, impacting all healthcare participants. In this article, we study the potential impact of blockchains on patient-centered care delivery by looking at the ecosystem of blockchain-based solutions being developed for key stakeholders: patients, pharmaceutical firms, hospital systems, and insurance providers. Building from our interviews with senior managers, our actual experience in the healthcare industry, and our academic research, we outline how blockchain will transform healthcare, and we provide guidance as to how those in healthcare need to start thinking about engaging with blockchain technology.

The COVID-19 emergency has urged companies to operate in new ways to face supply chain interruptions, shifts in customer demand, and risks to workforce health. The organizational ability to respond to critical contingencies is crucial for business leaders in the perspective of continuing business. In our research, we investigate the actions undertaken by 50 world-leading corporations to respond to the pandemic. Applying content analysis to web pages and social network posts, we extract 77 actions related to 13 sub-areas and integrate these into a five-level framework that encompasses operations, customer, workforce, leadership, and community-related responses. We also describe six illustrative company examples of how the emergency can generate opportunities for creating new value. The study advances the scholarly discussion on the impact of emergencies on business continuity and can help leaders define response strategies and actions in the current challenge.

This conceptual article explores how mindfulness can be successfully integrated in the strategy tool kit of organizations. The likely global reconstruction in the aftermath of COVID-19 can be effective if organizations reexamine their existing philosophies and business practices. Against this backdrop, mindfulness is a time-tested practice that has the potential to transcend all functions in a company's value chain and to create a sustainable competitive advantage. This article uses a strategy lens to examine mindfulness in organizations, which has implications for researchers and practitioners. First, I discuss the theoretical frameworks of mindfulness, the performance improvements that individuals can expect from consistent practice, and how these improvements translate to organization-level performance. Next, I summarize the methods and tools for workplace application and the steps for implementing mindfulness strategies in organizations. Finally, I describe implementation challenges and offer assessment tools for mindfulness.

Artificial intelligence (AI) has emerged as a promising and increasingly available technology for managerial decision-making. With the adoption of AI-enabled software, organizations can leverage various benefits of the technology, but they also have to consider the intended and unintended consequences of using the technology for managerial roles. It is still unclear whether managers will benefit from enhancing their abilities with AI-enabled software or become powerless puppets that do more than announce AI-enabled software results. Our research has revealed distinct ways in which organizations can use AI-enabled decision-making solutions: as tools or novelties, for decision augmentation or automation, and as either a voluntary or a mandatory option. In this article, we discuss the implications of each of these combinations on the relevant managers. We consider outcomes related to managerial job design and derive practical advice for organizational designers and managers who work with AI. Our outcomes provide guidance on how to deal with the conflict-riddled relationship between managers and technology with regard to capabilities, responsibilities, and acceptance of AI-enabled software.

There is an important constraint that can be used to regulate mobility in competitive labor markets - the existence of a deeply felt rivalry between employers. Rivalry denotes a stable antagonistic relationship between companies, as exemplified by Apple and IBM in the 1980s. Analyzing data from the Palio di Siena (an ancient horse race in Siena, Italy), this article shows that direct moves between rivals are rare, accounting for less than 2% of all career moves in this context between 1743 and 2011. Rivalry constrains not only direct but also indirect moves to the ally of a rival or the rival of an ally. This article presents a framework describing how managers can harness rivalry: mapping rivalry, managing rivalry to capitalize on its positive aspects, and leveraging rivalry to adjust the level of competitive intensity.

Artificial intelligence increasingly attracts attention and investments. However, appropriating value from this general-purpose technology (GPT) can be difficult. To understand these challenges, this article analyzes why IBM failed to generate significant profits from IBM Watson Health despite its promising starting points. The findings suggest that, considering the characteristics of GPT, an overly closed approach for taking it to market contributed to the failure. Furthermore, conditions such as the immaturity and the complexity of the application field intensified the challenges. This study suggests that using a strong appropriability regime in open innovation can enhance the appropriation of value from a GPT.

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