{"id":2702,"date":"2018-10-16T19:29:10","date_gmt":"2018-10-16T19:29:10","guid":{"rendered":"https:\/\/designinnovationmanagement.com\/2019\/?page_id=2702"},"modified":"2018-10-23T10:47:33","modified_gmt":"2018-10-23T10:47:33","slug":"track-4-e","status":"publish","type":"page","link":"https:\/\/designinnovationmanagement.com\/2019\/track-4-e\/","title":{"rendered":"Track 4.e\tCo-creation and Organisational Ambidexterity (O.A.) as an innovative framework for the service industries"},"content":{"rendered":"

*Luc Beal, ESC Larochelle, France
\nHugues Seraphin University of Winchester, UK
\n*contact:\u00a0beall@esc-larochelle.fr<\/a><\/p>\n

Ambidexterity calls for a balance between exploration and exploitation. Indeed, organisations deeply anchored onto exploration suffer the costs of experimentation (R&D) with, sometimes, limited benefits. Organisations anchored onto exploitation, on the other hand, do not move forward and remain in a \u2018status-quo\u2019 in terms of performance. Organisations who manage to find a balance between exploitation and exploration are likely to be prosperous (Nieto-Rodriguez, 2014 [Online]). The same can be said about mastering a balance between adaptability (in other words the ability of the organisation to innovate to adapt changes in the market) and alignment (daily management of operations). This approach is about balancing exploitation of existing resources and competencies with a focus on the present, and exploring new opportunities, with a focus on the future (Mihalache & Mihalache, 2016). Despite the challenges of achieving ambidexterity because exploitation and exploration innovation are contradictory activities, Mihalache and Mihalache (2016:144), taking the example of the tourism industry (main service industry), explain that \u2018organisational ambidexterity is a key driver of sustained performance in the tourism industry, since it enables firms to make the most of their current capabilities while at the same time developing new ones to attract new customers\u2019.
\nAs for innovation is all about introducing new concepts that would meet the needs of existing and new customers. Innovation is presented as a beneficial strategy for organisations as it contributes to stimulate increased spending and growth but requires a capacity of adaptation. Changes linked to innovations are either incremental or radical. Radical innovation, is all about introducing new ideas that disrupt existing practices. Radical innovation \u2018prefer to focus on why customers make certain purchases and, equally important, why non-customers do not\u2019 (Brooker & Joppe, 2014: 502).
\nOrganisational Ambidexterity (OA) and innovation are closely related. The main aim of this conference track is to foster a discussion around the topic of OA as an innovative approach that could be adopted by the service industries to improve their performance. As a result, contributors will have to showcase the connection(s) between OA and innovation for their selected sector(s) of the service industries.
\nThis track invites contributions particularly within the following topics:
\n\u2022 Theorising and Modeling OA in the service industries
\n\u2022 Pioneering OA in the hospitality, tourism and event industry
\n\u2022 OA: Upscaling current practices in the service industries
\n\u2022 OA: Radical and\/or incremental innovation
\n\u2022 OA: Trends in the service industries
\nFor this track we invite both, conceptual and practice-orientated papers. When it is possible, we encourage practitioners and academics to work jointly on papers, as we expect contributions to impact on practices and to the existing literature.<\/p>\n

Indicative References<\/strong><\/p>\n

Brooker, E., & Joppe, M. (2014). Developing a tourism innovation typology: Leveraging liminal insight, Journal of Travel Research, Vol. 4 No. 53, pp. 500-508
\nNieto-Rodriguez, A. (2014) Understanding an ambidextrous organisation is one thing, making it a reality is another, London.edu [Online], Available at: https:\/\/onlinelibrary.wiley.com\/doi\/full\/10.1111\/j.1467-8616.2014.01089.x (Accessed 18.09. 2018)
\nS\u00e9raphin, H., Smith, S., Scott, P. & Stokes, P. (2018). Destination Management through organisational ambidexterity: A study of Haitian enclaves, Journal of Destination Marketing & Management, doi: 10.1016\/j.dmm.2018.03.005
\nS\u00e9raphin, H., Gowreesunkar, V., Rosel\u00e9-Chim, P., Duplan, Y., & Korstanje, M. (2018). Tourism planning and innovation: The Caribbean under the spotlight, Journal of Destination Marketing & Management, doi: 10.1016\/j.dmm.2018.03.004
\nTamhankar, S. & Pandit, P. (2018). Brand engagement and brand personality and empirical study of consumer behaviour at \u2018Kidzania\u2019 theme park, 15th AIMS International Conference on Management, Institute of Management Technology, Ghaziabad, India
\nVisser, W. (2015). Sustainable Frontiers. Unlocking change though business, leadership and innovation, Sheffield: Greenleaf Publishing<\/p>\n

\u2b05\u00a0FULL TRACK LIST<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

*Luc Beal, ESC Larochelle, France Hugues Seraphin University of Winchester, UK *contact:\u00a0beall@esc-larochelle.fr Ambidexterity calls for a balance between exploration and exploitation. Indeed, organisations deeply anchored onto exploration suffer the costs of experimentation (R&D) with, sometimes, limited benefits. Organisations anchored onto exploitation, on the other hand, do not move forward and remain in a \u2018status-quo\u2019 in… Track 4.e\tCo-creation and Organisational Ambidexterity (O.A.) as an innovative framework for the service industries<\/span><\/a><\/p>\n","protected":false},"author":5,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"inline_featured_image":false,"footnotes":""},"class_list":["post-2702","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/designinnovationmanagement.com\/2019\/wp-json\/wp\/v2\/pages\/2702","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/designinnovationmanagement.com\/2019\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/designinnovationmanagement.com\/2019\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/designinnovationmanagement.com\/2019\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/designinnovationmanagement.com\/2019\/wp-json\/wp\/v2\/comments?post=2702"}],"version-history":[{"count":0,"href":"https:\/\/designinnovationmanagement.com\/2019\/wp-json\/wp\/v2\/pages\/2702\/revisions"}],"wp:attachment":[{"href":"https:\/\/designinnovationmanagement.com\/2019\/wp-json\/wp\/v2\/media?parent=2702"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}