6533b833fe1ef96bd129c0d3

RESEARCH PRODUCT

Two Views for Understanding How TQM Fosters Learning and Value Innovation: Absorptive Capabilities and Action-Based Management

Tomás Félix González CruzSonia Cruz RosFernando J. Garrigos-simonYeamduan Narangajavana

subject

Knowledge managementTotal quality managementOperationalizationAbsorptive capacitybusiness.industryDelta modelStrategic managementValue innovationInductive reasoningbusinessTrial and error

description

In the last decade some frameworks have tried to explain how to devise strategies for innovation in value by determining the needs of customers and non-customers, also creating new industries in which competition becomes irrelevant (Hax, The delta model. Reinventing your business strategy. New York: Springer, 2010; Kim and Mauborgne, Blue ocean strategy. Boston: Harvard Business School Press, 2005; Madhok and Marques 2013). These reference frameworks are based on a common set of principles: Value is created through the relationship with the customer (Priem, Acad Manag Rev 23; 219–235, 2007; Vargo and Lusch 2008); Strategy is considered to be a continuous process of exploring new opportunities, through observation of customer behaviour, intuition of opportunities (as a result of inductive reasoning) and the definition of value proposals characterized by being focused, clear, and original (Hax, The delta model. Reinventing your business strategy. New York: Springer, 2010; Kim and Mauborgne, Blue ocean strategy. Boston: Harvard Business School Press, 2005); agility and speed to intuit and capture new opportunities, as well as flexibility to operationalize them through experimentation and subsequent trial and error actions (Madhok and Marques 2013).

yearjournalcountryeditionlanguage
2014-01-01
https://doi.org/10.1007/978-3-319-06453-6_2