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Träfflista för sökning "AMNE:(SOCIAL SCIENCES Business and economics) ;lar1:(cth);pers:(Ollila Susanne 1968)"

Sökning: AMNE:(SOCIAL SCIENCES Business and economics) > Chalmers tekniska högskola > Ollila Susanne 1968

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  • Kohn Rådberg, Kamilla, 1967, et al. (författare)
  • What is "value" in open innovation?
  • 2016
  • Ingår i: The ISPIM Innovation Forum, Boston, MA, USA on 13-16 March 2016.
  • Konferensbidrag (refereegranskat)abstract
    • This paper draws attention to value in open innovation. It reveals how scattered the understanding is of what values are created in open innovation and for whom they arecreated. Based on a systematic analysis of papers that discuss both open innovation and value, we propose an analytical framework including two dimensions; type of value - monetary / non-monetary, and the beneficiary of that value - a single stakeholder or collective group of stakeholders. As such, the framework contributes to the theorizing of open innovation since it brings together both the “chesbroughian” and “von hippelian” perspectives on open innovation and deconstructs the notion of value in the context of open innovation. While not considered a practical tool, the analytical framework directsmanagers towards the benefits of open innovation and enables a more informed dialogue with existing as well potential collaborating parties.
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  • Ollila, Susanne, 1968, et al. (författare)
  • Action research for innovation management: three benefits, three challenges, and three spaces
  • 2020
  • Ingår i: R and D Management. - : Wiley. - 0033-6807 .- 1467-9310. ; 50:3, s. 396-411
  • Tidskriftsartikel (refereegranskat)abstract
    • Given that the innovation landscape is changing, and new forms of organization and management are emerging, this study discusses the potential benefits of action research for innovation management (IM) as it provides closeness to living emergent systems, generates rich insights as well as knowledge for both rigorous theory development and change in practice. Drawing from a large‐scale action research study involving a complex collaborative organizational construct, we outline three challenges from employing action research: the process is both reflexive and progressive, the researcher is both an outsider and an insider, and the outcome is both general and specific. A model of three social spaces (the action research space, the academic space, and the practitioner space) is proposed to address the challenges and assist in navigating the multitude of processes, roles, and outcomes associated with action research. The study argues that action research for IM is well suited to exploring tacit aspects of practices and processes in the emergent or shifting study contexts to transform practices through interventions. Thus, if implemented carefully by experienced researchers, it can provide valuable data that are indispensable for theory development in the field of IM.
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  • Elmquist, Maria, 1975, et al. (författare)
  • Leveraging on open innovation: A study of why organizations engage in open innovation collaboration
  • 2013
  • Ingår i: NFF conference in Iceland, August 2013.
  • Konferensbidrag (refereegranskat)abstract
    • The open innovation paradigm suggests that innovations do not necessarily originate from the organizations that commercialize them. Accordingly, organizations seek to find ways to obtain, integrate and commercialize knowledge from external sources. One way of engaging in open innovation is to be involved in open innovation arenas, where many organizations collaborate. So far, little empirical research has been done on why firms engage in such open innovation activities, beyond the obvious reason to access assets. Could there also be other motives? This paper investigates why organizations engage in open innovation collaboration. The setting is an open innovation arena involving 22 partner organizations collaboratively innovating in automotive safety. Data from interviews with each partner is the basis for the analysis. The results reveal many reasons for participating in the collaboration. Three main categories were discerned: business reasons (e.g. to improve image and recruit knowledgeable people), research reasons (e.g. to obtain better position within the area and access a broader knowledge base) and collective reasons (e.g. to form a joint agenda and to have a collective voice needed for making a difference). An important consequence of the different motives is that they constitute the basis for evaluating the performance of the collaboration. Where other studies primarily have assumed that firms collaborate to gain financial rewards or to increase the innovative capacity, this study suggests that also other performance criteria are important. As an effect the potential effectiveness of the collaboration is multifaceted and must be evaluated as such. The paper concludes that the expectations that organizations bring to open innovation collaboration vary to a large extent and that the desire to access external assets is one of several motives. Understanding that motives may also be commercial or collective is of utmost importance since such expectations will guide the actions, priorities and choices of each organization. Failing to recognize this may lead to collaborative inertia and thus puts the quality of the collaboration at risk.
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  • Giannopoulou, Eleni, et al. (författare)
  • Turning Open Innovation into Practice: Open Innovation Research through the Lens of Managers
  • 2011
  • Ingår i: International Journal of Innovation Management. - 1363-9196. ; 15:3, s. 505-524
  • Tidskriftsartikel (refereegranskat)abstract
    • Despite the fact that Open Innovation (OI) has rapidly become one of the hottest topics in innovation management, comprehensive reviews of the state of the research field and its managerial implications are scarce. This could be one of the reasons why OI still represents a big challenge for innovation managers. This paper, based on a literature review covering the period from 2003 up until June 2009, identifies managerial implications of OI under four major categories: namely organizing for openness, co-creating value, leadership for diversity and intellectual property (IP) management. The contribution of this paper is both practical and theoretical. On the one hand, innovation managers can find useful suggestions for dealing with the challenge of openness in their organization. On the other hand, gaps and omissions in the practical aspects of OI management are identified in order to guide further research on the field. © 2011 Imperial College Press.
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  • Ollila, Susanne, 1968, et al. (författare)
  • 'Authoring' Open Innovation: The Managerial Practices of an Open Innovation Director
  • 2015
  • Ingår i: Research in Organizational Change and Development. - 0897-3016. ; 23, s. 253-291
  • Tidskriftsartikel (refereegranskat)abstract
    • This paper asks how we can understand managerial practices in open innovation, a recently popularized way of organizing innovative work. Open innovation implies opening up the borders of the organization, creating a context where conventional steering and managerial tools no longer apply. Utilizing a collaborative research approach, following an open innovation collaboration over 8 years, this paper outlines the managerial practices that direct the collaboration. These practices are important for meaning making and identity creation in the collaboration and can be understood as a form of authorship, a continuous intervention strategy to manage, develop and change the organizational context.Utilizing a collaborative research approach including in-depth interviews with the director of a large-scale open innovation initiative about her mundane work, this paper argues that the managerial practices develop in the interplay between the manager and the other participants. These practices are important for meaning making and identity creation in the collaboration and can be understood as a form of authorship, a continuous intervention strategy to manage, develop and change the organizational context.
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10.
  • Ollila, Susanne, 1968, et al. (författare)
  • “Caught in a strange loop”: A relational view on joint value capture in collaborative platforms
  • 2016
  • Ingår i: 3rd World Open Innovation Conference, Barcelona, Dec 15-16.
  • Konferensbidrag (refereegranskat)abstract
    • Many organizations struggle to reap the benefits of working collaboratively to create innovation. This paper explores the challenges and tensions related to shifting towards joint value capture as opposed to value creation in collaborative platforms. It is based on collaborative research studies of three collaborative platforms within a Swedish automotive ecosystem. We utilize the notion of “strange loops” to analyze our findings, and identify four relational indicators that can explicate the paradoxical situation where the collaborators are willing but unable to shift towards joint value capture. The paper contributes to literature on collaborative innovation by adopting a relational perspective in the analysis, thereby clarifying how value and meaning emerging from speech acts can have significant influence on the value capture process in a collaboration.
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