When organizations decide to undertake new business paths knowledge management and organizational learning process activate, stimulating a series of routines that pave the way to the definition of new competences. The search for “newness” is typical of Business Development; this last one represents a sort of enabler of new competences to emerge. Through the lens of Business Development, within Loccioni Group, it has been possible to investigate each step of this process, analysing the approach as well, taking as reference Eisenhardt and Tabrizi (1995) and their study on how to accelerate product development when external environment modifies. The research experience put light on Corporate Venturing, one of the potential forms of venturing that literature indicates as plausible within existing organizations, examining in depth the origin and reason why behind this willpower to growth and expand, that is the Corporate Entrepreneurship. The research experience helped to reflect on the routines characterizing the competence development and, in particular, two different main moments: the comprehension of the management team working and the deftness of task execution. In this case the reference study has been related to McGrath, MacMillan and Venkataraman and their focus on the identification of a paradigm for the competence development. What emerged is that due to the “imperceptible push” by Business Development is possible to define a leitmotiv, a base on which new knowledge, leading to new competences, builds up. Business Development can be not only as a carrier of knowledge but also as mechanism triggering virtuous behaviours. It can ease behaviour like the one facilitating ambidexterity, the capability, typical of dynamic environments, to simultaneously explore new capabilities and exploit existing ones. The Business Development proved to be an active organism of organization, not just a compilation of data but a structure capable to define targets, collect info and involve all the internal and external actors protagonists of the network.
Quando le organizzazioni decidono di intraprendere nuovi percorsi di business, processi di Knowledge Management e Organizational Learning si attivano, stimolando una serie di routine che aprono la strada per il processo di definizione delle competenze. La ricerca di "novità" è tipico del Business Development; quest'ultimo rappresenta una sorta di facilitatore di sviluppo di nuove competenze. Attraverso la lente del Business Development, all'interno del Gruppo Loccioni, è stato possibile indagare ogni passo di questo processo, analizzandone anche l'approccio , prendendo come riferimento Eisenhardt e Tabrizi (1995) e il loro studio su come accelerare lo sviluppo di prodotto quando l'ambiente esterno evolve e si modifica. L'esperienza di ricerca ha messo in luce il Corporate Venturing, una delle possibili modalità di sviluppo di nuovi business che la letteratura indica come plausibile all'interno delle organizzazioni esistenti, esaminando in modo approfondito l'origine e il motivo che stanno alla base della voglia di crescere ed ampliarsi, ovvero la Corporate Entrepreneurship. L'esperienza di ricerca ha aiutato a riflettere sulle routine che caratterizzano lo sviluppo delle competenze e, in particolare, sue due momenti fondamentali: la comprensione, da parte del team di lavoro, della competenza e la destrezza nell’eseguire le diverse attività per raggiungere l’obiettivo. In questo caso lo studio di riferimento è quello McGrath, MacMillan e Venkataraman e la loro attenzione sulla identificazione di un paradigma per lo sviluppo delle competenze. Ciò che è emerso è che a causa della "spinta impercettibile" del Business Development è possibile definire un fil rouge, una base su cui nuove conoscenze si accumulano, per poi arrivare a creare nuove competenze. Il Business Development può essere visto non solo come strumento per codificare nuovo know-how, ma anche come meccanismo di attivazione di comportamenti virtuosi. Ad esempio può dare vita all’ambidestria, la capacità, tipica di ambienti dinamici, di esplorare simultaneamente nuove funzionalità e sfruttare quelli esistenti. Il Business Development ha dimostrato di essere un organismo attivo, non solo uno strumento di raccolta dati, ma una struttura in grado di definire obiettivi, raccogliere informazioni e coinvolgere tutti gli attori interni ed esterni protagonisti della rete.
Competence Development for new venturing: how Business Development integrates. Loccioni Case Study / Perkins, Nathalie. - (2017 Mar 01).
Competence Development for new venturing: how Business Development integrates. Loccioni Case Study
PERKINS, NATHALIE
2017-03-01
Abstract
When organizations decide to undertake new business paths knowledge management and organizational learning process activate, stimulating a series of routines that pave the way to the definition of new competences. The search for “newness” is typical of Business Development; this last one represents a sort of enabler of new competences to emerge. Through the lens of Business Development, within Loccioni Group, it has been possible to investigate each step of this process, analysing the approach as well, taking as reference Eisenhardt and Tabrizi (1995) and their study on how to accelerate product development when external environment modifies. The research experience put light on Corporate Venturing, one of the potential forms of venturing that literature indicates as plausible within existing organizations, examining in depth the origin and reason why behind this willpower to growth and expand, that is the Corporate Entrepreneurship. The research experience helped to reflect on the routines characterizing the competence development and, in particular, two different main moments: the comprehension of the management team working and the deftness of task execution. In this case the reference study has been related to McGrath, MacMillan and Venkataraman and their focus on the identification of a paradigm for the competence development. What emerged is that due to the “imperceptible push” by Business Development is possible to define a leitmotiv, a base on which new knowledge, leading to new competences, builds up. Business Development can be not only as a carrier of knowledge but also as mechanism triggering virtuous behaviours. It can ease behaviour like the one facilitating ambidexterity, the capability, typical of dynamic environments, to simultaneously explore new capabilities and exploit existing ones. The Business Development proved to be an active organism of organization, not just a compilation of data but a structure capable to define targets, collect info and involve all the internal and external actors protagonists of the network.File | Dimensione | Formato | |
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