Governing innovation: internet and renewal in swedish banks
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
2008
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Göteborg, Univ., Diss., 2008 |
| Beschreibung: | 338 S. graph. Darst. |
| ISBN: | 9789162873905 |
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| adam_text | GOVERNING INNOVATION INTERNET AND RENEWAL IN SWEDISH BANKS ZIA MANSOURI
TABLE OF CONTENTS CHAPTER ONE: THE POINTS OF DEPARTURE 1
1.1-INTRODUCTION 1 1.1 A- EVOLUTIONARY ASPECT OF INNOVATION 3 1.1.2-
COORDINATION ASPECT OF RESOURCES AND CAPABILITIES 5 1.1.3- PATTERN OF
TECHNOLOGICAL CHANGES 5 1.2-PROBLEMS OF GOVERNING INNOVATION 6 1.2.1-
BOARD S CHARACTERISTICS AND ROLES IN A GOVERNANCE SYSTEM 8 1.2.2-
REPERTOIRE AND EMERGENCE OF INNOVATION AND ITS KEY DOMAINS 9 1.2.3-
CONTROL PROBLEM OF BALANCING EFFICIENCY AND EFFECTIVENESS 12 1.3-
RESEARCH QUESTIONS AND THE PURPOSE OF THE STUDY 14 1.3.1-RESEARCH
QUESTIONS 14 1.3.2- PURPOSE OF THE STUDY 15 1.4-MAIN DELIMITATIONS OF
THE STUDY 16 1.5-OUTLINE OF THE STUDY 18 CHAPTER TWO: THEORETICAL
FRAMEWORK 20 2.1-INTRODUCTION 20 2.2-CONCEPT OF CORPORATE GOVERNANCE 21
2.2.1- SOCIOECONOMIC THEORY VERSUS AGENCY THEORY 27 2.2.2- TRUST AND THE
GOVERNANCE OF INNOVATION 29 2.2.3- THE SWEDISH SYSTEM OF CORPORATE
GOVERNANCE 31 2.2.4- RESOURCE ALLOCATION AND THE GOVERNANCE OF
INNOVATION 35 2.2.4- SUMMING UP THE CONCEPT OF CORPORATE GOVERNANCE 36
2.3-CONCEPT OF INNOVATION 37 2.3.1- INSTITUTIONALISING INNOVATION
ACTIVITIES 39 2.3.2- CROSS-FUNCTIONAL LINKAGES IN INNOVATION ACTIVITIES
41 2.3.3- DISTINGUISHING DIFFERENT TYPES OF INNOVATION 43 2.3.4-
CONDUCTING PRODUCT LIFE CYCLES AND TECHNOLOGY CYCLES 45 2.3.5- SUMMING
UP THE CONCEPT OF INNOVATION 48 2.4-DIFFERENT VIEWS OF GOVERNING
INNOVATION ACTIVITIES 49 2.4.1- CONVENTIONAL VIEW OF INNOVATION
ACTIVITIES 50 2.4.2- INTEGRATIVE VIEW OF INNOVATION ACTIVITIES 52 2.4.3-
PROCESS VIEW OF INNOVATION ACTIVITIES 5$ 2.5-ADVANCING THE NOTION OF
PROCESS VIEW 67 2.5.1- WHAT IS A CORPORATE STRATEGY? 70 2.5.2-
PROACTIVE-REACTIVE VIEW OF STRATEGY 73 2.5.3- DESIGNING THE STRATEGIC
MODEL OF PROCESS VIEW 75 2.6- GOVERNING INNOVATIONAL TRANSACTIONS 79
2.7- INTERNAL AND EXTERNAL COMPONENTS OF INNOVATION ACTIVITIES 82 2.7.1-
TECHNOLOGICAL CHANGES 83 2.7.2- INNOVATION IN RELATION TO FIRM AND
INDUSTRY 86 2.7.3- RELATIONS BETWEEN MARKET LEARNING AND INNOVATION 89
2.7.4- THE IMPORTANCE OF KNOWLEDGE AND COMPETENCE 91 2.8-SUMMARY:
CONCEPTUALISING FOR THE EMPIRICAL ANALYSIS 93 2.8.1- CORPORATE
GOVERNANCE SYSTEM 94 2.8.2- INNOVATION SYSTEM 94 2.8.3- AN ELUCIDATION
OF THE RELATIONSHIPS TO BE STUDIED 94 CHAPTER THREE: METHODOLOGICAL
APPROACH 97 3.1-INTRODUCTION 97 3.2-GENERAL VIEW AND ICEY ASSUMPTIONS 97
3.3-ADOPTED METHODOLOGICAL APPROACH 99 3.4-RESEARCH DESIGN AND STRATEGY
102 3.4.1- THE SWEDISH BANKING INDUSTRY 104 3.4.2- ADOPTED METHODS FOR
DATA COLLECTION 105 3.4.3- THE TEMPORAL AND SPATIAL ASPECTS OF
INVESTIGATION 112 3.5- THE RELIABILITY AND VALIDITY CONSIDERATIONS 113
CHAPTER FOUR: EMPIRICAL ANALYSIS 116 4.1-INTRODUCTION 116 4.2-
INFORMATION TECHNOLOGY AND THE SWEDISH BANKING SECTOR 116
4.3-PARTICIPATING BANKS 117 4.4-SETTING THE CASE STUDIES 118 4.5- FIRST
CASE STUDY: FORENINGSSPARBANKEN (FSB) 119 4.5.1- HISTORICAL BACKGROUND
119 4.5.2- PROCESSES OF STRUCTURAL CHANGES 121 4.5.3- OWNERSHIP
STRUCTURE AND THE CONTROLLING OWNERS VIEW OF INNOVATION 122 4.5.4-
BOARD S CHARACTERISTICS 124 4.5.4.1- STRUCTURAL FEATURE OF THE BOARD 125
4.5.4.2- WORKING PROCESS OF THE BOARD 126 4.5.4.3- KNOWLEDGE CAPABILITY
OF THE BOARD 127 4.5.5- BOARD S CONDUCTING ROLES 128 4.5.5.1- NAVIGATING
THE BANK S STRATEGIC ORIENTATION 129 4.5.5.2- ENGAGING IN THE BANK S
INNOVATION PROCESSES 136 4.5.5.3- CRAFTING THE BANK S VALUE CREATION 138
4.5.6- THE REPERTOIRE AND EMERGENCE OF INNOVATION 140 4.5.6.1- INTERNAL
FIELD OF INNOVATION 140 A) ESTABLISHING A WORKING TEAM 14 0 B)
CONSTITUTING A BUSINESS MODEL 142 C) RENEWING AND TAKING CARE OF HUMAN
CAPITAL 144 D) ENACTING A MILIEU FOR CREATIVE MULTITUDE 145 E)
INSTITUTIONALISING ORGANISATIONAL CULTURE 145 F) CREATING A DYNAMIC
BALANCING ACT . 147 G) LINKING TOGETHER INNOVATION AND PRODUCTION 148
H) ESTABLISHING INCENTIVE SYSTEMS 150 I) ESTABLISHING AN INTRAPRENEURIAL
ENTITY 151 4.5.6.2- EXTERNAL FIELD OF INNOVATION 153 A) ESTABLISHING
MARKET PLATFORM 153 B) ESTABLISHING E-BUSINESS 154 C) CREATING A NEW
SYSTEM FOR EXTERNAL COMMUNICATION 157 D) CREATING INTERACTIVE
RELATIONSHIPS WITH CUSTOMERS 159 E) COOPERATING WITH EXTERNAL EXPERTISE
160 F) CREATING A NEW LOGIC BY THE IMPACT OF INSTITUTIONAL INFLUENCES
161 G) INFORMING SHAREHOLDERS AND OTHER STAKEHOLDERS 163 H) CREATING
INNOVATIVE IDENTITY AS A COMPETITIVE VALUE 165 4.6- SECOND CASE STUDY:
SKANDINAVISKA ENSHILDA BANKEN (SEB) 166 4.6.1- HISTORICAL BACKGROUND 166
4.6.2- THE PROCESSES OF STRUCTURAL CHANGES 168 4.6.3- OWNERSHIP
STRUCTURE AND THE CONTROLLING OWNERS VIEW OF INNOVATION 170 4.6.4-
BOARD S CHARACTERISTICS 172 4.6.4.1- STRUCTURAL FEATURES OF THE BOARD
172 4.6.4.2- WORKING PROCESSES OF THE BOARD 173 4.6.4.3- KNOWLEDGE
CAPABILITY OF THE BOARD 175 4.6.5- BOARD S CONDUCTING ROLES 176 4.6.5.1-
NAVIGATING THE BANK S STRATEGIC ORIENTATION 176 4.6.5.2- ENGAGING IN THE
BANK S INNOVATION PROCESSES 181 4.6.5.3- CRAFTING THE BANK S VALUE
CREATION 184 4.6.6- THE REPERTOIRE AND EMERGENCE OF INNOVATION 186
4.6.6.1- INTERNAL FIELD OF INNOVATION 186 A) ORGANISING A COHERENT
SYSTEM FOR INNOVATION ACTIVITIES 187 B) CREATING A DYNAMIC BALANCING ACT
189 C) ESTABLISHING AN INTRAPRENEURIAL ENTITY 190 D) EXPERIMENTING
INNOVATIVE IDEAS BY HUMAN ENGAGEMENT 192 E) ESTABLISHING A SYMBIOTIC
APPROACH TO INNOVATION 194 F) ESTABLISHING ORGANISATIONAL CULTURE 195 G)
CREATING AN INFORMAL CONTEXT FOR INNOVATION 196 H) ESTABLISHING AN
INTERACTIVE COMMUNICATION SYSTEM 198 I) ESTABLISHING INCENTIVE SYSTEMS
FOR INNOVATION 199 4.6.6.2- EXTERNAL FIELD OF INNOVATION ACTIVITIES 201
A) COLLABORATING WITH EXTERNAL PARTIES 201 B) EMPOWERING CUSTOMERS FOR
BETTER COMMUNICATION 202 C) INSTITUTIONAL INFLUENCES ON CREATING NEW
BUSINESS LOGIC 203 D) CREATING INNOVATIVE IDENTITY 204 E) ESTABLISHING
AN INNOVATIVE TRADEMARK 205 F) INCREASING CUSTOMER LOYALTY 206 G)
INFORMING SHAREHOLDERS AND OTHER STAKEHOLDERS 207 4.6-SUMMARY 208 4.6.1-
HISTORICAL OWNERSHIP STRUCTURE 209 4.6.2- THE CHARACTERISTICS OF THE
BOARD 209 4.6.3- THE CONDUCTING ROLES OF THE BOARD 210 4.6.4- THE
REPERTOIRE AND EMERGENCE OF INNOVATION 211 CHAPTER FIVE: MODELLING THE
GOVERNANCE OF INNOVATION 212 5.1-INTRODUCTION 212 5.2-MODELLING THE
GOVERNANCE OF INNOVATION 212 5.2.1- CORPORATE GOVERNANCE SYSTEM 214
5.2.2- THE REPERTOIRE AND EMERGENCE OF INNOVATION 218 5.2.3- INNOVATIVE
PERFORMANCE 223 5.3-COMMUNICATING ASPECTS OF GOVERNING INNOVATIONS 224
CHAPTER SIX: MEASURING THE GOVERNANCE OF INNOVATION 227 6.1-INTRODUCTION
227 6.2-CORPORATE GOVERNANCE SYSTEM 229 6.2.1- BOARD S CHARACTERISTICS
229 6.2.1.1- KNOWLEDGE CAPABILITY 229 6.2.1.2- STRUCTURAL FEATURES 23 1
6.2.1.3- WORKING PROCESS ** 233 6.2.2- BOARD S CONDUCTING ROLES 235
6.2.2.1- NAVIGATING STRATEGIC ORIENTATION 235 6.2.2.2- ENGAGING IN
INNOVATION PROCESSES 239 6.2.2.3- CRAFTING VALUE CREATION 241 6.3-THE
REPERTOIRE AND EMERGENCE OF INNOVATION 243 6.3.1- ENHANCING EFFICIENCY
IN INNOVATION ACTIVITIES 243 6.3.1.1- USING AND DEVELOPING RESOURCES 244
6.3.1.2- CONSTITUTING INNOVATION PROCESSES 247 6.3.1.3- SHAPING
INCENTIVE SYSTEMS 249 6.3.2- CREATING INTERNAL LEGITIMATION FOR
INNOVATION 252 6.3.2.1- DEVELOPING CORE VALUE AND COMMITMENTS 253
6.3.2.2- ESTABLISHING INNOVATIVE CULTURE 254 6.3.2.3- SHAPING
INFLUENCE/POWER RELATIONSHIPS 255 6.3.3- ENHANCING EFFECTIVENESS IN
INNOVATION ACTIVITIES 255 6.3.3.1- SEARCHING AND PROVIDING RESOURCES 256
6.3.3.2- PROTECTING NEW PRODUCTS AND PROCESSES 257 6.3.3.3- COOPERATING
WITH MARKET ACTORS 259 6.3.4- CREATING EXTERNAL LEGITIMATION FOR
INNOVATION 259 6.3.4.1- SHAPING SOCIAL AND POLITICAL POSTURES 260
6.3.4.2- ENTRUSTING HUMAN AND FINANCIAL RESOURCES 260 6.3.4.3- CREATING
INNOVATIVE IDENTITY 26 1 6.4-INNOVATIVE PERFORMANCE 262 6.4.1- NUMBER OF
CUSTOMERS PROVIDING INTERNET ACCOUNT 262 6.4.2- TIME TO MARKET OF NEW
PRODUCTS OR SERVICES 264 6.4.3- THE DEGREE OF INNOVATIVENESS 265 CHAPTER
SEVEN: CONCL USIONS, REFLECTIONS, AND CONTRIBUTIONS 267 7.1-INTRODUCTION
267 7.2-HISTORICAL DEVELOPMENT AND OWNERSHIP STRUCTURE 268
7.3-CONTROLLING OWNERS VIEW OF INNOVATION 268 7.4-GOVERNANCE PRACTICE
269 7.5-ARE OPERATIONAL EFFICIENCY AND STRATEGIC EFFECTIVENESS BALANCED?
284 7.6-TOWARD A HEEDFUL GOVERNANCE OF INNOVATION 286 7.6.1-
CHARACTERISTICS OF THE HEEDFUL GOVERNANCE OF INNOVATION 288 7.6.2- BOARD
ORIENTATION IN THE HEEDFUL GOVERNANCE OF INNOVATION 291 7.6.3- PROCESSES
OF THE HEEDFUL GOVERNANCE OF INNOVATION 293 7.6.4- THE STAKEHOLDERS
ROLES IN THE HEEDFUL GOVERNANCE OF INNOVATION 294 7.7-REFLECTION 295
7.8-THEORETICAL CONTRIBUTIONS 297 REFERENCES: 300 APPENDICES 321
APPENDIX A 321 APPENDIX B 327 APPENDIX C 331 APPENDIX D 334
|
| adam_txt |
GOVERNING INNOVATION INTERNET AND RENEWAL IN SWEDISH BANKS ZIA MANSOURI
TABLE OF CONTENTS CHAPTER ONE: THE POINTS OF DEPARTURE 1
1.1-INTRODUCTION 1 1.1 A- EVOLUTIONARY ASPECT OF INNOVATION 3 1.1.2-
COORDINATION ASPECT OF RESOURCES AND CAPABILITIES 5 1.1.3- PATTERN OF
TECHNOLOGICAL CHANGES 5 1.2-PROBLEMS OF GOVERNING INNOVATION 6 1.2.1-
BOARD'S CHARACTERISTICS AND ROLES IN A GOVERNANCE SYSTEM 8 1.2.2-
REPERTOIRE AND EMERGENCE OF INNOVATION AND ITS KEY DOMAINS 9 1.2.3-
CONTROL PROBLEM OF BALANCING EFFICIENCY AND EFFECTIVENESS 12 1.3-
RESEARCH QUESTIONS AND THE PURPOSE OF THE STUDY 14 1.3.1-RESEARCH
QUESTIONS 14 1.3.2- PURPOSE OF THE STUDY 15 1.4-MAIN DELIMITATIONS OF
THE STUDY 16 1.5-OUTLINE OF THE STUDY 18 CHAPTER TWO: THEORETICAL
FRAMEWORK 20 2.1-INTRODUCTION 20 2.2-CONCEPT OF CORPORATE GOVERNANCE 21
2.2.1- SOCIOECONOMIC THEORY VERSUS AGENCY THEORY 27 2.2.2- TRUST AND THE
GOVERNANCE OF INNOVATION 29 2.2.3- THE SWEDISH SYSTEM OF CORPORATE
GOVERNANCE 31 2.2.4- RESOURCE ALLOCATION AND THE GOVERNANCE OF
INNOVATION 35 2.2.4- SUMMING UP THE CONCEPT OF CORPORATE GOVERNANCE 36
2.3-CONCEPT OF INNOVATION 37 2.3.1- INSTITUTIONALISING INNOVATION
ACTIVITIES 39 2.3.2- CROSS-FUNCTIONAL LINKAGES IN INNOVATION ACTIVITIES
41 2.3.3- DISTINGUISHING DIFFERENT TYPES OF INNOVATION 43 2.3.4-
CONDUCTING PRODUCT LIFE CYCLES AND TECHNOLOGY CYCLES 45 2.3.5- SUMMING
UP THE CONCEPT OF INNOVATION 48 2.4-DIFFERENT VIEWS OF GOVERNING
INNOVATION ACTIVITIES 49 2.4.1- CONVENTIONAL VIEW OF INNOVATION
ACTIVITIES 50 2.4.2- INTEGRATIVE VIEW OF INNOVATION ACTIVITIES 52 2.4.3-
PROCESS VIEW OF INNOVATION ACTIVITIES 5$ 2.5-ADVANCING THE NOTION OF
PROCESS VIEW 67 2.5.1- WHAT IS A CORPORATE STRATEGY? 70 2.5.2-
PROACTIVE-REACTIVE VIEW OF STRATEGY 73 2.5.3- DESIGNING THE STRATEGIC
MODEL OF PROCESS VIEW 75 2.6- GOVERNING INNOVATIONAL TRANSACTIONS 79
2.7- INTERNAL AND EXTERNAL COMPONENTS OF INNOVATION ACTIVITIES 82 2.7.1-
TECHNOLOGICAL CHANGES 83 2.7.2- INNOVATION IN RELATION TO FIRM AND
INDUSTRY 86 2.7.3- RELATIONS BETWEEN MARKET LEARNING AND INNOVATION 89
2.7.4- THE IMPORTANCE OF KNOWLEDGE AND COMPETENCE 91 2.8-SUMMARY:
CONCEPTUALISING FOR THE EMPIRICAL ANALYSIS 93 2.8.1- CORPORATE
GOVERNANCE SYSTEM 94 2.8.2- INNOVATION SYSTEM 94 2.8.3- AN ELUCIDATION
OF THE RELATIONSHIPS TO BE STUDIED 94 CHAPTER THREE: METHODOLOGICAL
APPROACH 97 3.1-INTRODUCTION 97 3.2-GENERAL VIEW AND ICEY ASSUMPTIONS 97
3.3-ADOPTED METHODOLOGICAL APPROACH 99 3.4-RESEARCH DESIGN AND STRATEGY
102 3.4.1- THE SWEDISH BANKING INDUSTRY 104 3.4.2- ADOPTED METHODS FOR
DATA COLLECTION 105 3.4.3- THE TEMPORAL AND SPATIAL ASPECTS OF
INVESTIGATION 112 3.5- THE RELIABILITY AND VALIDITY CONSIDERATIONS 113
CHAPTER FOUR: EMPIRICAL ANALYSIS 116 4.1-INTRODUCTION 116 4.2-
INFORMATION TECHNOLOGY AND THE SWEDISH BANKING SECTOR 116
4.3-PARTICIPATING BANKS 117 4.4-SETTING THE CASE STUDIES 118 4.5- FIRST
CASE STUDY: FORENINGSSPARBANKEN (FSB) 119 4.5.1- HISTORICAL BACKGROUND
119 4.5.2- PROCESSES OF STRUCTURAL CHANGES 121 4.5.3- OWNERSHIP
STRUCTURE AND THE CONTROLLING OWNERS' VIEW OF INNOVATION 122 4.5.4-
BOARD'S CHARACTERISTICS 124 4.5.4.1- STRUCTURAL FEATURE OF THE BOARD 125
4.5.4.2- WORKING PROCESS OF THE BOARD 126 4.5.4.3- KNOWLEDGE CAPABILITY
OF THE BOARD 127 4.5.5- BOARD'S CONDUCTING ROLES 128 4.5.5.1- NAVIGATING
THE BANK'S STRATEGIC ORIENTATION 129 4.5.5.2- ENGAGING IN THE BANK'S
INNOVATION PROCESSES 136 4.5.5.3- CRAFTING THE BANK'S VALUE CREATION 138
4.5.6- THE REPERTOIRE AND EMERGENCE OF INNOVATION 140 4.5.6.1- INTERNAL
FIELD OF INNOVATION 140 A) ESTABLISHING A "WORKING TEAM" 14 0 B)
CONSTITUTING A "BUSINESS MODEL" 142 C) RENEWING AND TAKING CARE OF HUMAN
CAPITAL 144 D) ENACTING A MILIEU FOR CREATIVE MULTITUDE 145 E)
INSTITUTIONALISING ORGANISATIONAL CULTURE 145 F) CREATING A DYNAMIC
BALANCING ACT . 147 G) LINKING TOGETHER INNOVATION AND PRODUCTION 148
H) ESTABLISHING INCENTIVE SYSTEMS 150 I) ESTABLISHING AN INTRAPRENEURIAL
ENTITY 151 4.5.6.2- EXTERNAL FIELD OF INNOVATION 153 A) ESTABLISHING
"MARKET PLATFORM" 153 B) ESTABLISHING E-BUSINESS 154 C) CREATING A NEW
SYSTEM FOR EXTERNAL COMMUNICATION 157 D) CREATING INTERACTIVE
RELATIONSHIPS WITH CUSTOMERS 159 E) COOPERATING WITH EXTERNAL EXPERTISE
160 F) CREATING A NEW LOGIC BY THE IMPACT OF INSTITUTIONAL INFLUENCES
161 G) INFORMING SHAREHOLDERS AND OTHER STAKEHOLDERS 163 H) CREATING
INNOVATIVE IDENTITY AS A COMPETITIVE VALUE 165 4.6- SECOND CASE STUDY:
SKANDINAVISKA ENSHILDA BANKEN (SEB) 166 4.6.1- HISTORICAL BACKGROUND 166
4.6.2- THE PROCESSES OF STRUCTURAL CHANGES 168 4.6.3- OWNERSHIP
STRUCTURE AND THE CONTROLLING OWNERS' VIEW OF INNOVATION 170 4.6.4-
BOARD'S CHARACTERISTICS 172 4.6.4.1- STRUCTURAL FEATURES OF THE BOARD
172 4.6.4.2- WORKING PROCESSES OF THE BOARD 173 4.6.4.3- KNOWLEDGE
CAPABILITY OF THE BOARD 175 4.6.5- BOARD'S CONDUCTING ROLES 176 4.6.5.1-
NAVIGATING THE BANK'S STRATEGIC ORIENTATION 176 4.6.5.2- ENGAGING IN THE
BANK'S INNOVATION PROCESSES 181 4.6.5.3- CRAFTING THE BANK'S VALUE
CREATION 184 4.6.6- THE REPERTOIRE AND EMERGENCE OF INNOVATION 186
4.6.6.1- INTERNAL FIELD OF INNOVATION 186 A) ORGANISING A COHERENT
SYSTEM FOR INNOVATION ACTIVITIES 187 B) CREATING A DYNAMIC BALANCING ACT
189 C) ESTABLISHING AN INTRAPRENEURIAL ENTITY 190 D) EXPERIMENTING
INNOVATIVE IDEAS BY HUMAN ENGAGEMENT 192 E) ESTABLISHING A SYMBIOTIC
APPROACH TO INNOVATION 194 F) ESTABLISHING ORGANISATIONAL CULTURE 195 G)
CREATING AN INFORMAL CONTEXT FOR INNOVATION 196 H) ESTABLISHING AN
INTERACTIVE COMMUNICATION SYSTEM 198 I) ESTABLISHING INCENTIVE SYSTEMS
FOR INNOVATION 199 4.6.6.2- EXTERNAL FIELD OF INNOVATION ACTIVITIES 201
A) COLLABORATING WITH EXTERNAL PARTIES 201 B) EMPOWERING CUSTOMERS FOR
BETTER COMMUNICATION 202 C) INSTITUTIONAL INFLUENCES ON CREATING NEW
BUSINESS LOGIC 203 D) CREATING INNOVATIVE IDENTITY 204 E) ESTABLISHING
AN INNOVATIVE TRADEMARK 205 F) INCREASING CUSTOMER LOYALTY 206 G)
INFORMING SHAREHOLDERS AND OTHER STAKEHOLDERS 207 4.6-SUMMARY 208 4.6.1-
HISTORICAL OWNERSHIP STRUCTURE 209 4.6.2- THE CHARACTERISTICS OF THE
BOARD 209 4.6.3- THE CONDUCTING ROLES OF THE BOARD 210 4.6.4- THE
REPERTOIRE AND EMERGENCE OF INNOVATION 211 CHAPTER FIVE: MODELLING THE
GOVERNANCE OF INNOVATION 212 5.1-INTRODUCTION 212 5.2-MODELLING THE
GOVERNANCE OF INNOVATION 212 5.2.1- CORPORATE GOVERNANCE SYSTEM 214
5.2.2- THE REPERTOIRE AND EMERGENCE OF INNOVATION 218 5.2.3- INNOVATIVE
PERFORMANCE 223 5.3-COMMUNICATING ASPECTS OF GOVERNING INNOVATIONS 224
CHAPTER SIX: MEASURING THE GOVERNANCE OF INNOVATION 227 6.1-INTRODUCTION
227 6.2-CORPORATE GOVERNANCE SYSTEM 229 6.2.1- BOARD'S CHARACTERISTICS
229 6.2.1.1- KNOWLEDGE CAPABILITY 229 6.2.1.2- STRUCTURAL FEATURES 23 1
6.2.1.3- WORKING PROCESS ** 233 6.2.2- BOARD'S CONDUCTING ROLES 235
6.2.2.1- NAVIGATING STRATEGIC ORIENTATION 235 6.2.2.2- ENGAGING IN
INNOVATION PROCESSES 239 6.2.2.3- CRAFTING VALUE CREATION 241 6.3-THE
REPERTOIRE AND EMERGENCE OF INNOVATION 243 6.3.1- ENHANCING EFFICIENCY
IN INNOVATION ACTIVITIES 243 6.3.1.1- USING AND DEVELOPING RESOURCES 244
6.3.1.2- CONSTITUTING INNOVATION PROCESSES 247 6.3.1.3- SHAPING
INCENTIVE SYSTEMS 249 6.3.2- CREATING INTERNAL LEGITIMATION FOR
INNOVATION 252 6.3.2.1- DEVELOPING CORE VALUE AND COMMITMENTS 253
6.3.2.2- ESTABLISHING INNOVATIVE CULTURE 254 6.3.2.3- SHAPING
INFLUENCE/POWER RELATIONSHIPS 255 6.3.3- ENHANCING EFFECTIVENESS IN
INNOVATION ACTIVITIES 255 6.3.3.1- SEARCHING AND PROVIDING RESOURCES 256
6.3.3.2- PROTECTING NEW PRODUCTS AND PROCESSES 257 6.3.3.3- COOPERATING
WITH MARKET ACTORS 259 6.3.4- CREATING EXTERNAL LEGITIMATION FOR
INNOVATION 259 6.3.4.1- SHAPING SOCIAL AND POLITICAL POSTURES 260
6.3.4.2- ENTRUSTING HUMAN AND FINANCIAL RESOURCES 260 6.3.4.3- CREATING
INNOVATIVE IDENTITY 26 1 6.4-INNOVATIVE PERFORMANCE 262 6.4.1- NUMBER OF
CUSTOMERS PROVIDING INTERNET ACCOUNT 262 6.4.2- "TIME TO MARKET" OF NEW
PRODUCTS OR SERVICES 264 6.4.3- THE DEGREE OF INNOVATIVENESS 265 CHAPTER
SEVEN: CONCL USIONS, REFLECTIONS, AND CONTRIBUTIONS 267 7.1-INTRODUCTION
267 7.2-HISTORICAL DEVELOPMENT AND OWNERSHIP STRUCTURE 268
7.3-CONTROLLING OWNERS'VIEW OF INNOVATION 268 7.4-GOVERNANCE PRACTICE
269 7.5-ARE OPERATIONAL EFFICIENCY AND STRATEGIC EFFECTIVENESS BALANCED?
284 7.6-TOWARD A HEEDFUL GOVERNANCE OF INNOVATION 286 7.6.1-
CHARACTERISTICS OF THE HEEDFUL GOVERNANCE OF INNOVATION 288 7.6.2- BOARD
ORIENTATION IN THE HEEDFUL GOVERNANCE OF INNOVATION 291 7.6.3- PROCESSES
OF THE HEEDFUL GOVERNANCE OF INNOVATION 293 7.6.4- THE STAKEHOLDERS'
ROLES IN THE HEEDFUL GOVERNANCE OF INNOVATION 294 7.7-REFLECTION 295
7.8-THEORETICAL CONTRIBUTIONS 297 REFERENCES: 300 APPENDICES 321
APPENDIX A 321 APPENDIX B 327 APPENDIX C 331 APPENDIX D 334 |
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| id | DE-604.BV023212622 |
| illustrated | Illustrated |
| index_date | 2024-07-02T20:12:39Z |
| indexdate | 2024-07-09T21:13:12Z |
| institution | BVB |
| isbn | 9789162873905 |
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| spelling | Mansouri, Zia Verfasser aut Governing innovation internet and renewal in swedish banks Zia Mansouri 2008 338 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Göteborg, Univ., Diss., 2008 Banker - Sverige sao Innovationsledning sao Internetbanker sao Innovation (DE-588)4027089-0 gnd rswk-swf Technischer Fortschritt (DE-588)4059252-2 gnd rswk-swf Kreditwesen (DE-588)4032950-1 gnd rswk-swf Schweden (DE-588)4077258-5 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Schweden (DE-588)4077258-5 g Kreditwesen (DE-588)4032950-1 s Technischer Fortschritt (DE-588)4059252-2 s Innovation (DE-588)4027089-0 s DE-604 GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016398666&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Mansouri, Zia Governing innovation internet and renewal in swedish banks Banker - Sverige sao Innovationsledning sao Internetbanker sao Innovation (DE-588)4027089-0 gnd Technischer Fortschritt (DE-588)4059252-2 gnd Kreditwesen (DE-588)4032950-1 gnd |
| subject_GND | (DE-588)4027089-0 (DE-588)4059252-2 (DE-588)4032950-1 (DE-588)4077258-5 (DE-588)4113937-9 |
| title | Governing innovation internet and renewal in swedish banks |
| title_auth | Governing innovation internet and renewal in swedish banks |
| title_exact_search | Governing innovation internet and renewal in swedish banks |
| title_exact_search_txtP | Governing innovation internet and renewal in swedish banks |
| title_full | Governing innovation internet and renewal in swedish banks Zia Mansouri |
| title_fullStr | Governing innovation internet and renewal in swedish banks Zia Mansouri |
| title_full_unstemmed | Governing innovation internet and renewal in swedish banks Zia Mansouri |
| title_short | Governing innovation |
| title_sort | governing innovation internet and renewal in swedish banks |
| title_sub | internet and renewal in swedish banks |
| topic | Banker - Sverige sao Innovationsledning sao Internetbanker sao Innovation (DE-588)4027089-0 gnd Technischer Fortschritt (DE-588)4059252-2 gnd Kreditwesen (DE-588)4032950-1 gnd |
| topic_facet | Banker - Sverige Innovationsledning Internetbanker Innovation Technischer Fortschritt Kreditwesen Schweden Hochschulschrift |
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