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- Björk, Jennie, et al.
(författare)
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The What, Who, When, Where, and How of Idea Assessment.
- 2016
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- In contemporary innovation management literature there is limitedcomprehensive understanding regarding how different domains andfactors affect and bias early assessment of new product/service ideas.This paper aims at reviewing domains that previous research hasidentified affecting the evaluation of an idea and compiles them into aconceptual framework, and to test this framework among leading expertsand practitioners in the field of idea management. Empirical findings fromtwo workshops indicate that the identified domains in the framework areindeed relevant, but that additional aspect are highlighted and recognized by practitioners. We note that a proactive and deliberate approach to idea assessment needs to be carefully designed, attending to all factors in the presented framework in a comprehensive manner, while taking the organization's specific innovation needs and demands into account.
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| 3. |
- Ericsson, Leif K E, 1964-, et al.
(författare)
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AFM and STM Study of ZnO Nanoplates
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Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- The surface morphology and electronic structure of hexagonal ZnO nanoplates have been studied by Atomic Force Microscopy (AFM) and Scanning Tunneling Microscopy (STM). It was found that these nanoplates are terminated by their polar (0001) surfaces. The AFM investigation was performed in the ambient conditions with the nanocrystals “as grown”. Surprisingly, the AFM images of the top surfaces revealed an interesting triangular reconstruction, which was earlier observed only after cycles of sputtering and annealing of the ZnO(0001) surface in Ultra High Vacuum (UHV) systems. The surface atomic and electronic structures of these nanoplates have been further studied by STM and Scanning Tunneling Spectroscopy (STS) in UHV. The STM images also showed a triangular structure with single atomic steps. In addition, a 2x2 surface reconstruction has been observed with high resolution STM. This reconstruction agrees well with the recently proposed model that involves the removal of 1/4 of the topmost Zn atoms on the ZnO(0001) surface.
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| 4. |
- Lindskog, Carin. E, 1965-, et al.
(författare)
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Ambidexterity in Agile software development : a conceptual paper
- 2021
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Ingår i: Journal of Organizational Effectiveness. - : Emerald Group Publishing Limited. - 2051-6614 .- 2051-6622. ; 8:1, s. 16-43
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Tidskriftsartikel (refereegranskat)abstract
- Purpose The purpose of this study is to apply the concept of organizational ambidexterity as a conceptual lens to increase the understanding of tensions between exploitation (continuity) and exploration (change) in Agile software development (ASD) project teams, and particularly the balancing (ambidextrous) strategies utilized. Design/methodology/approach A conceptual framework was constructed from interdisciplinary sources on ambidexterity. A literature review of publications on ambidexterity in ASD was then performed, and the results from the selected publications were classified according to an extension of the conceptual framework. Findings Contextual ambidexterity in ASD is affected by the four basic coherent concepts: time, task, team and transition. The study found that most ambidextrous factors and strategies were task and team-related. In addition, a mixture of hard (performance) strategies and soft (social) strategies is needed in order for people/teams to (be able to) become ambidextrous. Practical implications To provide a better understanding of ASD, it is important to identify a broader set of ambidextrous factors and strategies that can impact ASD project teams. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners on how to strengthen ambidexterity in ASD projects. Originality/value The contribution is of great importance for ASD research and practice, as ASD methods are a popular method for managing projects within ASD and in other nonsoftware organizations. In addition, as more and more organizations struggle to deal with rapidly changing environments, interest in the phenomena of paradoxical tensions and the strategy (ambidexterity) to deal with these tensions increase.
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- Netz, Johan, 1984-
(författare)
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First things first - think before you decide : The how, what and who of idea screening
- 2017
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- This thesis investigates decision-making activities leading to the initial selection of which new ideas should be selected for further development or rejected. This process, often referred to as idea screening, is described as being one of the most important, but also challenging, tasks to master during the entire innovation process. There are two main reasons for this: Firstly, not all ideas are good and secondly no firm has the resources to develop every single idea proposed to it. Thus, it is important to be careful when initially deciding which ideas are to be selected and developed into future possible innovations in order to eliminate weak ideas and retain those that have a substantial chance of becoming successful. Two alternative decision-making approaches are explored in the thesis (the intuitive and rational approaches). In the thesis, the concept of intuition during the screening of product and service ideas is demystified. The empirical findings show that decision-makers utilize five main underlying criteria when intuitively assessing ideas. Of these, the findings indicate user-value to be the most important one, or at least the criterion that most assessors emphasize when making intuitive decisions. The findings presented in the thesis increase our understanding of the use of rational and holistic intuitive decision-making when screening ideas during the Front End Innovation phase, as well as questioning the traditional view of intuition, as a decision-making tool that is only reliable if applied by those with a vast amount of experience and expertise. The reported findings indicate that, for example, users with an understanding of the idea context are able to intuitively identify the ideas that decision-making experts identify as the top (best) ones. Hence, managers faced with a situation where they are being inundated with new ideas can turn to non-experts for help.
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