Customer heterogeneity and innovation-based competitive strategy: A review, synthesis, and research agenda Amali Wijekoon, Sandeep Salunke, Gerard A. Athaide kHUB post date: September 24, 2021 Originally published: May 4, 2021 (PDMA JPIM • Vol 38, Issue 3 • May 2021) Read time: 1 minute abstract, 25 minutes full JPIM article Access Full Article Managing customer heterogeneity (CH), that is, differences among customers (e.g., consumers, business firms) is an important, yet challenging consideration for firms seeking innovation-based competitive advantage
The second decision concerns the variety and heterogeneity of languages in their product range
Motivation Gaps and Implementation Traps: The Paradoxical and Time‐Varying Effects of Family Ownership Josip Kotlar, Alfredo De Massis, Federico Frattini and Nadine Kammerlander Originally published: August 13, 2019 (PDMA JPIM • Vol. 37, Issue 1 • January 2020) Read time: 48 minutes Access the Full Article We present a theoretical framework of family ownership as a driver of the heterogeneity (between‐firm differences) and variability (within‐firm differences over time) of absorptive capacity (AC)
However, to date, the existing heterogeneity within university–industry collaboration processes and the sources of value creation underlying the resulting inventions are left underexplored
To account for family firm heterogeneity, we also model the moderating role of owners’ intention to pass the business on to the next family generation (transgenerational intentions) and of the extent to which these owners reside in the firm’s local community (local embeddedness)
This study adds to the discussion about family firm innovation by using socioemotional wealth to explain heterogeneity in innovation patterns and revealing that relational resources derived from board social capital are crucial boundary conditions for families’ influence on technological inventions
This study demonstrates the important impact of family science factors on innovation heterogeneities, which is understudied in the family firm innovation literature
While there are several interpretations of DT, a rigorous analysis of its microfoundations (individuals, processes and interactions, and structure) might better guide its adoption and diffusion because these allow understanding how DT as a dynamic capability for innovation works within an organization. The heterogeneity among innovation performances and capabilities is (also) a reflection of the DT microfoundations
Several strategies to relax this constraint are discussed, such as enhancing the heterogeneity of the team's knowledge base or broadcasting the problem to external experts
Practitioners need to consider the heterogeneity in subsistence users' resources, knowledge, and physical capabilities, train for the “know‐hows” and the “know‐whys” in reproduction, address subsistence user‐producers' potential risks/costs, support bricolage behavior, and recognize trade‐offs in the competitive accrual of social and economic benefits