Organisational culture is a decisive factor for a firm's innovativeness and performance. Our empirical model explores the relationship between organisational culture — based on the competing values model — as an antecedent of exploration and exploitation, innovation success and firm...

Purpose – The purpose of this paper is to investigate whether transformational leadership behavior is a function of the leader’s own self-respect and his/her evaluation of being capable, significant, and worthy (self-esteem). It is also tested whether transformational leadership is related...

In this paper, we describe an empirical study that relates three personality traits (agreeableness, conscientiousness and openness) to knowledge sharing. In the existing literature considerable attention has been paid to managerial influences on knowledge sharing, technological support through...

Asks which product qualities are decisive for the satisfaction of the customer and which features merely prevent dissatisfaction. Proposes Kano’s model of customer satisfaction for answering these questions and for drawing conclusions for the management of product development. In his model,...

Purpose – In a world afflicted with hyper‐competition, dynamic and increasingly rapid market changes, and global economic crises, there still exist, however rare, exceptional companies that have found a way to weather the storm and position themselves for a bright future. This study...

Purpose – This article aims to examine the concept of business model innovation and to discuss the design of the key elements. Based on a detailed case study of Nespresso, it seeks to outline how business model innovation can be implemented successfully. Design/methodology/approach – Based...

Purpose – Under certain conditions, a mass of people can be smarter than the best expert – even if the expert is part of the group. In this paper we show how leaders can improve decision making by tapping into the collective intelligence of their organization. Design/methodology/approach –...