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Learning Resource Centre Monthly Bulletin |
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Learning Resource Centre Monthly Bulletin |
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| New Books |
 119846 The Design Book: Big Ideas Simply Explained By Dorling Kindersley Ltd. |  119847 Design Thinking : A Comprehensive Textbook By Tiwari Shalini Rahul |  119845 Design Thinking By Balagurusamy E |
| Click Here to learn about the Recent Books added to our collection on different topics of Management. |
| Articles |
| Why You Need Systems Thinking Now. By Bansal, Tima;Birkinshaw, Julian Harvard Business Review. Sep/Oct2025, Vol. 103 Issue 5, p124-133. 10p. 4 Color Photographs. Abstract :Traditional innovation approaches—breakthrough and design thinking—often ignore the complex ripple effects they produce in interconnected systems. In a world facing multifaceted challenges like climate change and sustainability, a systems-thinking approach offers a more resilient and holistic path forward. Systems thinking emphasizes understanding interdependencies, redefining problems iteratively, and engaging diverse stakeholders to co-create solutions. This article outlines a four-step framework: (1) Define a desired future state. (2) Reframe problems so that they resonate across stakeholders. (3) Focus on flows and relationships over discrete products. And (4) implement small nudges to gradually shift the system. Examples from Maple Leaf Foods, Co-operators Insurance, and the CSA Group illustrate how this approach can realign business models for long-term sustainability. While not a replacement for other innovation methods, systems thinking addresses their limitations in tackling "wicked problems." It encourages companies to anticipate unintended consequences, build coalitions, and adaptively guide transformation in complex environments. | |||
| Management as a design practice: a multi-case study on designing value co-creation mechanisms. By You, Xinya Journal of Innovation & Entrepreneurship. 4/4/2025, Vol. 14 Issue 1, p1-30. 30p. Abstract :Management and organisation researchers argue that the development of management as a design science could address the long-standing debate regarding the relevance of management research to practice. Advocates of this view emphasise the necessity of prescription-driven research within the field. Drawing inspiration from design and design thinking research, this paper argues that most management and organisation design challenges are wicked problems, necessitating the involvement of multiple stakeholders in the problem-solving process, while recognising the limitations of prescriptive knowledge. To solve these problems, it is essential for managers to adopt the role of pragmatic designers or problem-solvers. Consequently, this paper proposes that management should be examined as a design practice to bridge the gap between research and practice. Through a multi-case study of the managerial task of designing value co-creation mechanisms, this paper explores three dimensions of managers` design activities: managers as designers, managing as designing and organisation design. The objectives are to explore the roles of managers in designing value co-creation mechanisms and to develop a framework that supports relevant design practices. The findings highlight the importance of studying management as a design practice, thereby extending current discussions on the development of management as a design science and the application of design thinking within management practice. | |||
| Revealing academic networks` impact: driving innovation in Chinese high-tech enterprises. By Fu, Tao;Li, Jiangjun Applied Economics. Sep2025, Vol. 57 Issue 43, p6853-6868. 16p. Abstract :Innovation is a critical aspect in China`s development as a great modern socialist country and in realizing its second-century goals. As key decision-makers in enterprises, the academic network resources carried by senior executives are seldom noticed. This study is going to explore whether senior executives` academic network relationships (i.e. senior executives are or were employed by universities or research institutions) will spur corporate innovation performance. Drawing on panel data from Chinese A-share high-tech listed companies from 2014 to 2021, the study examines this relationship through multiple linear regression analysis and investigates the mediating role of R&D manipulation in this connection. The results of the study show that the more academic network relationships embedded in senior executives, the better the high-tech firms` innovation performance. Additionally, R&D manipulation serves as an intermediary factor between senior executives` academic network relationships and corporate innovation performance. Furthermore, when these individuals hold key positions and have a higher level of academic background, the facilitating effect of senior executives` academic network relationships is more pronounced. This study broadens the application scope of social network theory and provides valuable insights for high-tech companies aiming to augment their knowledge-based innovation performance and refine their managerial recruitment strategies. | |||
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| News |
| Unlocking innovation with India’s procurement reforms By The Hindu; 16th September 2025 |
| Charting the rise of India’s GCCs from execution engines to global innovation hu... By Forbes India; 30th September 2025 |
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