Strength of Weak ties

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Researchers have emphasized that weak ties tend to diffuse ideas or innovation more effectively whereas family culture, i.e. strong ties are unlikely to provide innovative information. However, the argument proposed is that family cultures (strong ties/close-knit networks) are capable of innovation but when lead by a charismatic leader. With the key aim to justify the above argument, three key concepts of creative management are applied to an organization (case study) involved in value innovation. The three main concepts discussed are blue ocean strategy (Kim and Mauborgne, 1999; 2005; Schnaars, 1994; Vandermerwe, 1993; 1995), charismatic leadership (Conger and Kanungo, 1987; Daft, 2006; House and Howell, 1992; Klein and House, 1995; O'Connor et al, 1995) and family culture focusing on close-knit networks and strong ties (Brass, 1995; Burt, 1992; Ford and Gioia, 1995; Granovetter, 1973; Kilduff and Tsai, 2003; Rogers, 1983; Trompenaars and Hampden-Turner, 1997). The argument (key aim) and concepts are enriched further with example from chosen organization (case study), Tata Group. The world’s 6th most innovative company, Tata Group is a family culture organization and under the leadership of Ratan Tata (a charismatic leader) launched one of the world’s most innovative product Tata Nano in January this year (Economic Times, 2008). Defined below are three chosen concepts, blue ocean strategy, charismatic leadership and family culture (focusing on strong ties/close-knit networks). Given today’s realities, certainly competition is important for a firm’s success but “doing the same thing better is no longer good enough for wooing, winning, and retaining customers” (Vandermerwe, 1995, p.79). The blue ocean strategy “involves not competing, but making the competition irrelevant by creating a new market space where there are no competitors” (Kim and Mauborgne, 2005, p.

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