| 1. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Corporate hub as a governance structure for coupled open innovation in large firms
- 2019
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Ingår i: Creativity and Innovation Management. - : Wiley. - 0963-1690 .- 1467-8691. ; 28:4, s. 450-463
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Tidskriftsartikel (refereegranskat)abstract
- This paper addresses how the open innovation concept can be applied in large corporations aiming to work with small innovative firms. More specifically, we report an in‐depth qualitative study of how AstraZeneca, a global bio‐pharmaceutical corporation, designed and enacted a new mode of organizing for coupled open innovation, with an initiative called the BioVentureHub. The governance structure behind this way of organizing is explored and conceptualized, and we also analyse how this structure shaped the relations and the value being collaboratively generated and shared. Theoretically, the paper connects the governance literature with open innovation. From the analysis of the empirical case, we propose a distinct governance structure that we label as a corporate hub, and we distinguish it from other “open” governance forms, e.g. market, network and bazaar governance, and explain the potential value it brings for coupled open innovation between large and small firms.
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| 2. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Enacting hard and soft product offerings in mature industries: Moving towards servitisation in Volvo
- 2013
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Ingår i: International Journal of Innovation Management. - 1363-9196. ; 17:4
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of the paper is to give an in-depth account of how Volvo Group is working with enabling open services innovation in the organization. It shows that implementing servitization and open innovation within an engineering-based industry such as heavy vehicles manufacturing, is a matter of substantial 'groundwork' on several levels. This 'groundwork' involves substantial analytical work as well as vast mobilizing of internal organizational support. The paper also empirically connects the notions of open innovation and servitization in a theoretical discussion. The article contributes to the emerging field of open innovation by providing an empirical case from a multinational corporation acting within a 'traditional' industry. It highlights the strong efforts organizations are facing when enacting servitization and open innovation strategies within established practices.
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| 3. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Exploration vs. exploitation, and how video game developers are able to combine the two
- 2016
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Ingår i: International Journal of Innovation Management. - 1363-9196. ; 20:6
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Tidskriftsartikel (refereegranskat)abstract
- This paper reports an in-depth qualitative study about the innovation work in the Swedish video game industry. More specifically, it focuses on how game developers are building ambidextrous capabilities to simultaneously addressing explorative and exploitative activities. The Swedish video game industry is a particularly suitable case to analyze ambidexterity, due to it´s extreme market success and continuous ability to adapt to technological and demand shifts. Based on the empirical data, three ambidextrous capabilities are pointed out as particularly valuable for video game developers; 1) the ability to dis-align between a creative and ecstatic work climate and the effectiveness in project organizing; 2) the balancing of inward and outward ideation influences, and 3) the diversity in operational means and knowledge paired with shared goals and motivations, derived from the love of games and game development.
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| 4. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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HRM work and open innovation: evidence from a case study
- 2023
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Ingår i: International Journal of Human Resource Management. - : Informa UK Limited. - 0958-5192 .- 1466-4399. ; 34:10, s. 1940-1972
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Tidskriftsartikel (refereegranskat)abstract
- This paper proposes a framework for firm use of HRM when engaging in open innovation. Whereas open innovation has gained wide recognition in the innovation management field, as firms open their boundaries to knowledge inflow and outflow to advance innovation, very few empirical papers link the HRM literature to this phenomenon. We base our analysis on an exploratory qualitative study of the pharmaceutical corporation AstraZeneca and its implementation of an open innovation initiative called BioVentureHub. We identify three main areas of HRM work: inbound, outbound, and coupled HRM work. Furthermore, we illustrate how these HRM activities relate to the development of the open innovation initiative and to current HRM and open innovation literature. The framework identifies HRM activities that target not only internal employees, but also external human resources engaged in the open innovation initiative. This HRM work is mainly conducted through informal means, separate from the host corporation's business as usual. Our empirical study contributes to the limited and mainly conceptual research connecting open innovation with HRM, increasing our knowledge of how corporations use HRM work to manage open innovation initiatives in practice.
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| 5. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Innovation approaches and innovation logics: An empirical study on developing entertaining digital games
- 2023
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Ingår i: Creativity and Innovation Management. - 0963-1690 .- 1467-8691. ; 32:4, s. 568-583
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Tidskriftsartikel (refereegranskat)abstract
- This paper sets out to analyse how game developers create entertaining digital games and, more precisely, what forms of innovation approaches they adopt and why. Based on an empirical study of Swedish game development studios, we conceptualize two different approaches to innovation: a more inward-oriented and developer-centric (i.e., closed) approach and a more outward-oriented and user-centric (i.e., open) approach. Given that the firms in this study are acting under similar contingencies while adopting very different innovation approaches, we introduce innovation logics as a theoretical concept to understand how founders and managers justify their choice of approach (i.e., open vs. closed). Inspired by the ‘orders of worth’ framework by Boltanski and Thévenot, we highlight two distinctive innovation logics—that is, a creative logic versus an iterative logic—that the interviewees draw on. This paper contributes to the open innovation literature by highlighting two forms of innovation approaches and explaining how and why they differ in terms of ‘openness’ in relation to the surrounding ecosystem.
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| 6. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Managerial challenges of outbound open innovation: a study of a spinout initiative in AstraZeneca
- 2019
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Ingår i: R and D Management. - : Wiley. - 0033-6807 .- 1467-9310. ; 49:4, s. 652-667
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Tidskriftsartikel (refereegranskat)abstract
- While the research on open innovation is flourishing, less attention has so far been given to ‘outbound’ processes in comparison to ‘inbound’ and ‘coupled’ open innovation. In this paper we analyze a qualitative case study of the global bio-pharmaceutical company AstraZeneca and their attempt to establish a spinout initiative where internal projects are transferred to entrepreneurial startups funded by external venture capital. We explain the enactment work of this initiative and identify three emerged managerial challenges, linked to (1) internal decision-making, (2) the cultural and psychological barriers of what we phrase as the ‘not-invented-elsewhere’ (NIE) syndrome, and (3) the ability to translate and communicate internal projects as attractive external proposals. Theoretical and managerial implications in relation to these challenges are outlined and discussed.
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| 7. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Open innovation as a facilitator for corporate exploration
- 2017
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Ingår i: International Journal of Innovation Management. - 1363-9196. ; 21:6
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Tidskriftsartikel (refereegranskat)abstract
- While open innovation is a management concept of increased attention in academia as well as in industry, studies have also shown that the implementation of open innovation can be a rather difficult and challenging process. Installed organisational structures, culture and knowledge are often portrayed as hinder for change. This study provides an in-depth case study, based on 50 interviews, of how a large pharmaceutical corporation implemented an open innovation initiative. Instead of considering existing internal knowledge and structures as problematic, these resources were rather utilised as cornerstones for value offerings in open innovation. Furthermore, employees’ engagement in open innovation resulted in a more open and dynamic climate, as well as an improved entrepreneurial image of the corporation internally as well as externally. The study contributes to the open innovation literature by advancing the understanding about the organisational implications of implementing open innovation in practice. As such, it provides valuable insights for researchers and practitioners about implementing open innovation in practice.
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| 8. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Open innovation ecosystem organizing from a process view: a longitudinal study in the making of an innovation hub
- 2022
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Ingår i: R & D Management. - : Wiley. - 0033-6807 .- 1467-9310. ; 53:1, s. 24-42
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Tidskriftsartikel (refereegranskat)abstract
- This paper uses process theory as a theoretical lens to analyze AstraZeneca's enactment of an open innovation initiative with the purpose of strengthening the firm's surrounding innovation ecosystem. Based on empirical data collected over 7 years, we develop a process model of open innovation enactment and explain how the initiative gradually transformed while maintaining its guiding principles, which were set from the start. In applying a process perspective, we highlight open innovation initiatives as dynamic and evolutionary - but not deterministic - developments. As such, we provide a comprehensive and more nuanced understanding of not only what open innovation is but also how it becomes. This study also contributes to the innovation ecosystem literature by theorizing how firms orchestrate innovation ecosystems through open innovation initiatives over time.
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| 9. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Open Innovation Groundwork
- 2020
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Ingår i: International Journal of Innovation Management. - 1363-9196. ; 24:2
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Tidskriftsartikel (refereegranskat)abstract
- Although the concept of open innovation has gained much attention in the field of innovation management, few studies have so far theorized how such initiatives are being enacted in practice. This study is based on an inductive empirical analysis of how AstraZeneca, a large biopharmaceutical corporation, implemented an open innovation initiative called BioVentureHub. In the paper we introduce a theoretical model of open innovation enactment based on four interrelated processes. Three of these processes - conceptualization, mobilization, and operationalization - include activities related to preparing for open innovation, what we call open innovation groundwork. The fourth process - facilitation - involves translating the groundwork into actual open innovation. The study contributes to the broader open innovation domain by its detailed account and theorizing of how open innovation is established in practice. Our methodological approach complements the previous research on open innovation that mostly are based on retrospective accounts or are conceptual in nature. Moreover, the study contributes by illustrating a novel initiative from the life science industry, where open innovation is frequently discussed but where still only a few empirical examples are found in academic literature
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| 10. |
- Remneland Wikhamn, Björn, 1973, et al.
(författare)
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Open innovation in SMEs: a study of the Swedish bio-pharmaceutical industry
- 2016
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Ingår i: Journal of Small Business and Entrepreneurship. - : Informa UK Limited. - 0827-6331 .- 2169-2610. ; 28:2, s. 169-185
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is to discuss how small and middle-sized enterprises (SMEs) utilize open innovation in practice. Open innovation has become a well-used rhetorical concept among key bio-pharmaceutical spokespersons, suggesting that it would help to renew the stagnated industry. We report a survey (N = 104) on Swedish SMEs in the bio-pharmaceutical industry, where we shed light on how widespread the knowledge and practical uses of open innovation activities actually are. The findings not only show that very few respondents are aware of the open innovation concept, but also that open innovation-related activities are to a large extent integrated within their ordinary innovation practices. The study also suggests that firms that are engaged in open innovation activities tend to be more innovation-productive than those who do not. Based on these findings, we propose that there is a casual relation between open innovation and entrepreneurial growth, in which open innovation activities can act as accelerators for entrepreneurial growth. At the same time, much ‘openness’ is still performed on informal and ad-hoc basis by SMEs in the industry. L'objectif de cet article est d'examiner la manière dont les petites et moyennes entreprises (PME) ont recours à l'innovation partagée en pratique. L'innovation partagée est devenue un concept rhétorique chez les porte-paroles clés de la biopharmacie, ce qui laisse entendre qu'elle pourrait revitaliser cette industrie stagnante. Nous rendons compte d'une enquête (n = 104) sur les PME suédoises engagées dans l'industrie biopharmaceutique, sur laquelle nous apportons un éclairage en ce qui concerne l'ampleur réelle des connaissances sur les activités d'innovation partagée et leur utilisation pratique. Les résultats montrent que très peu de répondants savent l'existence du concept d'innovation partagée, mais également que les activités qui sont en lien avec elle tendent à être plus productives, en termes d'innovation, que celles qui ne le sont pas. Sur foi de ces résultats, nous émettons l'hypothèse qu'il existe un rapport informel entre l'innovation partagée et la croissance entrepreneuriale, en ce sens que les activités de la première peuvent jouer un rôle d'accélérateur de la seconde. Dans le même temps, beaucoup de « partage » est encore réalisé sur une base informelle et ad hoc par les PME dans cette industrie.
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