| 1. |
- Svensson, Peter, 1974-, et al.
(författare)
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Users’ Influence in Social-service Innovations : Two Swedish Case Studies
- 2010
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Ingår i: Journal of Social Entrepreneurship. - : Routledge Taylor and Francis. - 1942-0676 .- 1942-0684. ; 1:2, s. 190-212
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Tidskriftsartikel (refereegranskat)abstract
- This article uses case studies to address the sources of social innovation, a major contributor to economic growth and welfare services. Following the findings of user-innovation research in the commercial sector, the authors found that social-problem users innovate new social services for solving specific social problems. They also found that superior problem and solution knowledge is one reason for their ability to do this, that their legitimacy with other potential users is an important factor for their innovations’ diffusion and that the legitimacy of the new social services’ operators with other stakeholders is important for acquiring resources for their projects. This contributes to the understanding of the management of social innovation using the established theoretical framework of user innovation.
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| 2. |
- Bengtsson, Lars, et al.
(författare)
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Combining Master and Apprentice Roles : Potential for Learning in Distributed Manufacturing Networks
- 2010
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Ingår i: Creativity and Innovation Management. - Chichester, West Sussex, United Kingdom : Wiley-Blackwell. - 0963-1690 .- 1467-8691. ; 19:4, s. 417-427
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is to explore possible effects for learning when a manufacturing plant takes a double role, as being both master plant and apprentice plant, in a globally distributed industrialization process. Industrialization is here understood as the process of preparing new products for volume manufacturing. Two research questions are addressed. The first is what characterizes the dual roles. The second concerns how the dual roles affect knowledge integration and learning processes, and whether this arrangement facilitates learning between master and apprentice. Based on a study of a global telecom equipment company, the paper provides insights into some of the challenges and effects of dynamic switching of roles. By separating the network function from the strategic role of the plant, the study identifies four options for learning. The case adds to the literature on learning in manufacturing networks and to previous research on how distributed processes affect innovation capability.
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