Salvio Vicari | Università Bocconi (original) (raw)
Papers by Salvio Vicari
Lo Scientific Advisory Committee è composto da esponenti della comunità scientifica nazionale ed ... more Lo Scientific Advisory Committee è composto da esponenti della comunità scientifica nazionale ed internazionale in servizio presso atenei italiani e stranieri. Il ruolo dei componenti di tale comitato è di consulto scientifico e di supervisione. In particolare, lo Scientific Advisory Committee contribuisce alla programmazione editoriale, valutando e proponendo temi di interesse e linee di sviluppo della rivista e dialoga costruttivamente con Editor in Chief, Co-Editor ed Associate Editors sulla qualità, sulla relevance e sulla diffusione della rivista
Journal of Product Innovation Management, 2010
International Journal of Learning and Intellectual Capital, 2007
Sinergie Italian Journal of Management, 2011
Cosa rende alcune imprese piu creative di altre? Quali sono gli elementi organizzativi che consen... more Cosa rende alcune imprese piu creative di altre? Quali sono gli elementi organizzativi che consentono alla creativita di trasformarsi da potenziale in effettiva? Il presente lavoro mira a fornire una risposta a questi intriganti interrogativi, divenuti fondamentali nel nuovo paradigma dell’informazione e della conoscenza, in cui il sostenimento del vantaggio competitivo e sempre piu spesso legato alla capacita di garantire continuita innovativa. Le risposte vengono avanzate a partire da un’analisi interpretativa della letteratura sul tema della creativita e delle competenze dinamiche d’azienda e da un’analisi longitudinale di casi eccellenti di imprese nel settore della moda che fanno della capacita di rigenerazione continua delle proprie risorse di creativita la fonte del proprio vantaggio competitivo.
Sinergie Italian Journal of Management, Oct 16, 2014
Knowing in Firms: Understanding, Managing and Measuring Knowledge, 1998
Teoria sulla natura e sulla evoluzione dell'impresa
Acquisitions seen as part of a learning process, in exploring new markets and new opportunities
Is market knowledge really useful to advance innovation and why are some companies better at usin... more Is market knowledge really useful to advance innovation and why are some companies better at using market knowledge to generate innovation than others? This paper addresses this issue conceptually, building on the assumption that it is distribution and usage of market knowledge which makes the difference in innovative competition. We build on two different streams of research: market orientation and market knowledge, and knowledge brokering. We show why the emergence of internal market knowledge brokers may enhance the opportunity of innovation for organizations. We distinguish four different types of internal brokers. This distinction is related to the typology of knowledge to be transferred between two internal parties and the cognitive distance between these parties. Conclusions and implication are drawn on how companies should manage these figures of internal brokers in order to favor the distribution and the usage of market knowledge on the edge of innovation.
Da qualche tempo mi capita di incontrare manager e imprenditori in convegni, seminari e incontri ... more Da qualche tempo mi capita di incontrare manager e imprenditori in convegni, seminari e incontri informali sul tema della competitività dell'industria italiana. Inevitabilmente viene sollevata la questione della insostenibilità della concorrenza internazionale, in particolare cinese, e della aggressività delle politiche di penetrazione. Le imprese italiane, da sempre abituate ad utilizzare la leva del prezzo come strumento competitivo fondamentale per sviluppare i mercati esteri, grazie alle svalutazioni competitive della lira, sono completamente spiazzate di fronte ad una concorrenza aggressiva e determinata.
Knowledge Creation, 2000
In recent years scholars have increasingly paid more attention to knowledge management in the fir... more In recent years scholars have increasingly paid more attention to knowledge management in the firm. The different ways of generating and transferring knowledge among individuals and organizations have been widely analysed (Nonaka, 1988, 1991; Badaracco, 1991; Vicari, ...
One of the major tenets of modern marketing is that market-driven innovations are more likely to ... more One of the major tenets of modern marketing is that market-driven innovations are more likely to be successful in the market because they stem from a deep knowledge of customer needs and preferences, and responsive design and implementation processes which make them different form their competitors’. However, strategic management researchers have challenged this thesis, by contending that market-driven innovations are only incremental, consist of minor changes of existing products and do not contribute to build a sustainable competitive advantage in the long term. Recent literature has tried to answer to this criticism, by suggesting that there are two different components of market orientation that can differently affect innovation performance. On the one hand, in fact, responsive market orientation is likely to produce incremental innovations, by being it focuses on expressed customer needs; on the other hand, proactive market orientation is more likely to produce radical innovati...
Knowing in Firms: Understanding, Managing and Measuring Knowledge, 1998
Journal of Product Innovation Management, 2010
There seems to be lack of consensus among informed scholars about the importance a of market orie... more There seems to be lack of consensus among informed scholars about the importance a of market orientation for high-technology firms. This controversy may be alimented to two limitations of existing research on market orientation and innovation performance. First, extant research often overlooked key innovation outcomes for high-technology firms, such as those related to
Lo Scientific Advisory Committee è composto da esponenti della comunità scientifica nazionale ed ... more Lo Scientific Advisory Committee è composto da esponenti della comunità scientifica nazionale ed internazionale in servizio presso atenei italiani e stranieri. Il ruolo dei componenti di tale comitato è di consulto scientifico e di supervisione. In particolare, lo Scientific Advisory Committee contribuisce alla programmazione editoriale, valutando e proponendo temi di interesse e linee di sviluppo della rivista e dialoga costruttivamente con Editor in Chief, Co-Editor ed Associate Editors sulla qualità, sulla relevance e sulla diffusione della rivista
Journal of Product Innovation Management, 2010
International Journal of Learning and Intellectual Capital, 2007
Sinergie Italian Journal of Management, 2011
Cosa rende alcune imprese piu creative di altre? Quali sono gli elementi organizzativi che consen... more Cosa rende alcune imprese piu creative di altre? Quali sono gli elementi organizzativi che consentono alla creativita di trasformarsi da potenziale in effettiva? Il presente lavoro mira a fornire una risposta a questi intriganti interrogativi, divenuti fondamentali nel nuovo paradigma dell’informazione e della conoscenza, in cui il sostenimento del vantaggio competitivo e sempre piu spesso legato alla capacita di garantire continuita innovativa. Le risposte vengono avanzate a partire da un’analisi interpretativa della letteratura sul tema della creativita e delle competenze dinamiche d’azienda e da un’analisi longitudinale di casi eccellenti di imprese nel settore della moda che fanno della capacita di rigenerazione continua delle proprie risorse di creativita la fonte del proprio vantaggio competitivo.
Sinergie Italian Journal of Management, Oct 16, 2014
Knowing in Firms: Understanding, Managing and Measuring Knowledge, 1998
Teoria sulla natura e sulla evoluzione dell'impresa
Acquisitions seen as part of a learning process, in exploring new markets and new opportunities
Is market knowledge really useful to advance innovation and why are some companies better at usin... more Is market knowledge really useful to advance innovation and why are some companies better at using market knowledge to generate innovation than others? This paper addresses this issue conceptually, building on the assumption that it is distribution and usage of market knowledge which makes the difference in innovative competition. We build on two different streams of research: market orientation and market knowledge, and knowledge brokering. We show why the emergence of internal market knowledge brokers may enhance the opportunity of innovation for organizations. We distinguish four different types of internal brokers. This distinction is related to the typology of knowledge to be transferred between two internal parties and the cognitive distance between these parties. Conclusions and implication are drawn on how companies should manage these figures of internal brokers in order to favor the distribution and the usage of market knowledge on the edge of innovation.
Da qualche tempo mi capita di incontrare manager e imprenditori in convegni, seminari e incontri ... more Da qualche tempo mi capita di incontrare manager e imprenditori in convegni, seminari e incontri informali sul tema della competitività dell'industria italiana. Inevitabilmente viene sollevata la questione della insostenibilità della concorrenza internazionale, in particolare cinese, e della aggressività delle politiche di penetrazione. Le imprese italiane, da sempre abituate ad utilizzare la leva del prezzo come strumento competitivo fondamentale per sviluppare i mercati esteri, grazie alle svalutazioni competitive della lira, sono completamente spiazzate di fronte ad una concorrenza aggressiva e determinata.
Knowledge Creation, 2000
In recent years scholars have increasingly paid more attention to knowledge management in the fir... more In recent years scholars have increasingly paid more attention to knowledge management in the firm. The different ways of generating and transferring knowledge among individuals and organizations have been widely analysed (Nonaka, 1988, 1991; Badaracco, 1991; Vicari, ...
One of the major tenets of modern marketing is that market-driven innovations are more likely to ... more One of the major tenets of modern marketing is that market-driven innovations are more likely to be successful in the market because they stem from a deep knowledge of customer needs and preferences, and responsive design and implementation processes which make them different form their competitors’. However, strategic management researchers have challenged this thesis, by contending that market-driven innovations are only incremental, consist of minor changes of existing products and do not contribute to build a sustainable competitive advantage in the long term. Recent literature has tried to answer to this criticism, by suggesting that there are two different components of market orientation that can differently affect innovation performance. On the one hand, in fact, responsive market orientation is likely to produce incremental innovations, by being it focuses on expressed customer needs; on the other hand, proactive market orientation is more likely to produce radical innovati...
Knowing in Firms: Understanding, Managing and Measuring Knowledge, 1998
Journal of Product Innovation Management, 2010
There seems to be lack of consensus among informed scholars about the importance a of market orie... more There seems to be lack of consensus among informed scholars about the importance a of market orientation for high-technology firms. This controversy may be alimented to two limitations of existing research on market orientation and innovation performance. First, extant research often overlooked key innovation outcomes for high-technology firms, such as those related to