| 1. |
- Björk, Jennie, et al.
(författare)
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Ideation capabilities for continuous innovation
- 2010
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Ingår i: Creativity and Innovation Management. - : Wiley. - 0963-1690 .- 1467-8691. ; 19:4, s. 385-396
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Tidskriftsartikel (refereegranskat)abstract
- This paper explores ideation capabilities in large organizations. Based on the dynamic capabilities framework, it is seen that ideation capabilities are managerial and organizational processes for the stimulation, identification, selection and implementation of ideas. In order to explore how these capabilities are manifested and used in firms, case studies of four Swedish companies have been performed. The results of the study show that there are different approaches to ideation. In terms of the nature of innovative ideas, the observations lead to the suggestion that ideation presents some seemingly paradoxical issues to management. Firms with an explicit focus on building ideation practices experience that there are some negative consequences of the resultant formalization. Furthermore, the extent to which many employees should be involved in ideation is a difficult aspect, even though new technologies make this more viable. Also the degree to which the search for ideas should be directed is a non-trivial question, as the ideation processes can be facilitated by both freedom and limitations. It is nevertheless seen that firms can benefit from more deliberate approaches to ideation, in particular if these are broad and balanced and focus on both building capabilities that formalize the informal, in terms of establishing explicit processes, roles and systems, and building capabilities needed to manage informal structures in new ways.
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| 2. |
- Kihlander, Ingrid, 1976-, et al.
(författare)
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Certification of Innovation Management Professionals: Reasons for and Results from Acquiring Certification
- 2022
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Ingår i: Journal of Innovation Management. - : University of Porto. - 2183-0606. ; 10:1, s. 58-75
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Tidskriftsartikel (refereegranskat)abstract
- This paper addresses how personal certification in innovation management can contribute to the ongoing professionalisation within the innovation management discipline. The empirical study focused a project in Sweden initiated to develop qualification, specifically personal certification, of innovation management professionals. The project resulted in a certification process and a first batch of certified innovation management professionals. The study aimed to capture the individuals’ reasons for, as well as results and effects from, choosing to acquire a voluntary personal certification within innovation management. A wide range of reasons for taking the certifications was reported such as willingness to learn more; willingness to formalise innovation management competence; a wish to clarify roles, but also to promote the discipline itself. Certification was apprehended as a trustworthy format to achieve this. Identified effects were establishment of a common language, increased visibility of individuals, and innovation management professionals to feel more confident in their jobs.
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| 3. |
- Kihlander, Ingrid, 1976-, et al.
(författare)
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Critical Factors to Consider When Designing an Innovation Management System
- 2024
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Ingår i: Research technology management. - : Routledge. - 0895-6308 .- 1930-0166. ; 67:3, s. 34-43
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Tidskriftsartikel (refereegranskat)abstract
- Organizations can implement an innovation management system in order to address the multidimensional challenges they often have in their practical innovation work. Until the ISO 56002 standard was released in 2019, there was no international standard for the design of innovation management systems. The standard provides support as a framework and highlights important systems elements. We studied two early adopters that have used this international standard to design their innovation management systems. Based on the study findings, we devised a practical approach for framing the design of an innovation management system. The approach includes a set of steps and critical considerations that include understanding a company’s innovation ambitions and direction, analyzing the systemic dimensions of the system (the elements and how they interconnect), and introducing a balanced set of control mechanisms.
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| 4. |
- Kihlander, Ingrid, 1976-, et al.
(författare)
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Role of Certification in Establishment of an Innovation Management Profession
- 2021
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Konferensbidrag (refereegranskat)abstract
- A professionalization within the area of innovation management is taking place, and this paper presents a study on the phenomenon of personal certification as an innovation management professional. The study has investigated motivations for taking a personal certification as an innovation management professional, and impacts from it, addressing certified individuals, their organizations, and potential contributions to professionalization. The study was conducted in Sweden related to the personal certification of innovation management professionals launched in 2017 by the Swedish Association for Innovation Management Professionals (Innovationsledarna) and RISE Research Institutes of Sweden as a third-party certification body. Identified motivational factors covered desired knowledge enhancement, measuring of competence level, a strive for legitimacy, and curiosity. Impact from taking the certifications were for example increased knowledge, enhanced professional communication about innovation management, boosted self[1]confidence, expanded network, and more opportunities to influence. The current situation was also analyzed from a professionalization perspective as well as discussed in terms of innovation maturity and innovation diffusion.
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| 5. |
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| 6. |
- Andersen, T. C. K., et al.
(författare)
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Exploring business model innovation in SMEs in a digital context : Organizing search behaviours, experimentation and decision-making
- 2022
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Ingår i: Creativity and Innovation Management. - : Wiley. - 0963-1690 .- 1467-8691. ; 31:1, s. 19-34
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Tidskriftsartikel (refereegranskat)abstract
- In today's business environment, digitalization plays a key role in establishing competitive advantage and developing new business models. However, little is known about business model innovation (BMI) processes and practices of small and medium-sized enterprise (SMEs) in their digital venturing. Thus, the aim of this paper is to address this research gap by investigating the process activities of SMEs in effectively building new business models through digitalization. Through a case study of 18 SMEs, document studies and 36 interviews, we explore the BMI processes during the case companies' digital transformation. The research results identify four critical BMI process activities: (1) assessing the environment in search of new opportunities, (2) conveying a sense of urgency, (3) exploring and testing new opportunities through experimentation and (4) handling decision-making with a combination of intuition and data. Finally, our study reveals managerial implications related to data-driven decision-making during BMI, constituting four managerial dilemmas: (1) prognosis and scenario-driven search myopia, (2) timing and sustainability, (3) radical shift from traditional experimentation to data-based methods and (4) using intuition versus data-driven decision-making.
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| 7. |
- Annosi, Maria Carmela, et al.
(författare)
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A Multilevel Framework for Organizational Learning in Self-Managed Team Organizations: an abductive micro-foundations study
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Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- Drawing on the social cognitive learning perspective, this study advances a multilevel theory of organizational learning for team-based organizations, which integrates principles of cognition and motivation through team-level self-regulation mechanisms. We highlight and unpack these mechanisms, which have long been treated as black boxes in organizational learning research. We describe them using an empirical case from a multinational company, and we reveal their potential to affect motivation and socio-cognitive functions in self-managing teams. We also clarify the complexity of their relationships through a set of propositions and provide a definition of the team-level self-regulation mechanisms constructs.
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| 8. |
- Annosi, M. C., et al.
(författare)
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Strategic and organizational insights into learning and innovation in hybrids and “new” organizations
- 2017
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Ingår i: Learning and Innovation in Hybrid Organizations. - Cham : Springer. - 9783319624679 - 9783319624662 ; , s. 1-10
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Bokkapitel (refereegranskat)abstract
- The aim of this chapter is to introduce the reader to the concepts of hybrid and new organizations. Its intent is also to make clear the type of contribution the book is intended to bring to the literature on hybrid organizations. The structure of the book and how to navigate it, together with a short summary of contributions, are presented.
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| 9. |
- Annosi, Maria Carmela, et al.
(författare)
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The dual control systems of agile teams : exploring knowledge management issues
- 2014
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Ingår i: IFKAD 2014. - 9788896687048 ; , s. 1907-1931
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Konferensbidrag (refereegranskat)abstract
- Purpose - This paper aims to contribute to the exploration of micro-foundations for innovation in autonomous team-based firms. It describes how different types of management control systems influence the innovation performance of teams through an extensive field study of a large scale agile implementation. It reveals the moderating role played by different kinds of managerial control systems and by perceived time pressure on teams in the relationship between a team's absorptive capacity and its innovation performance. Design/methodology/approach - A total of 44 individual semi-structured interviews were used to collect data over three separate data collection stages conducted from August to November 2013. All data were triangulated with the qualitative content analysis results of free comments from 121 people, covering different agile roles in the same organizations as above, and embedded in a survey performed in August 2013. Due to the complexity of the topic and the lack of prior studies investigating the effect of agile implementation on team learning and innovation capabilities, an abductive research approach (Peirce, 1931) was selected as a suitable method. Originality/value - The empirical results indicate that a team's beliefs on the importance of learning strongly influence its self-regulated learning behaviours. They represent the configuration of AC meta-routines underlying the concept of absorptive capacity (Lewin et al., 2011) at the team-level, conducive to teams' exploration activities. Moreover, the antecedents for a team's exploitative and exploratory innovation activities are presented and two types of managerial controls for driving exploitative innovation activities are identified. Additionally, team-level absorptive capacity was analysed, since it is a less explored, but important construct, leading to a team's exploitative product innovation. Practical implications - This study's findings have a number of implications for practice. The results imply that autonomous team-based organizations may be better off not using one single standard control system to manage all their teams. In fact, beyond securing a team's access to knowledge, management needs to provide teams with differentiated means to develop necessary competencies and capacities for understanding, assimilating and using the knowledge they retrieve. In addition, management should influence a team's beliefs by valuing the tasks requiring innovation and transmitting sustainable values to teams through their mission and vision statements.
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| 10. |
- Bergendahl, Magnus
(författare)
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Collaboration and competition in firm-internal ideation management : Two alternatives – and a third way out
- 2015
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The passive reliance on ideas to spontaneously emerge within companies is today replaced with more active and continuous ideation management that embraces employees from different functions and knowledge-domains within the company to create and develop ideas. A frequently observed feature in the active management of ideation is the reliance on collaboration and competition mechanisms. These mechanisms use the strength of enabling people to working together towards a shared interest (collaboration) and the power of enabling people to outperform each other in submitting the best idea (competition). The existing research on collaboration and competition in ideation is found inconclusive about their effects as collaboration is stated to both enhance and hamper performance, and as competition is claimed to both drive and reduce performance in ideation. This constitutes a limitation to the management of ideation as it reduces the ability to actively and purposefully guide ideation through a deliberate use of the two mechanisms.The aim of this thesis is to investigate collaboration and competition mechanisms in firm-internal ideation. A multi-methodological approach has been deployed using three different studies: a multiple case study, a survey, and an experiment. This has allowed for the phenomenon of ideation to be studied using different perspectives and for the individual results to be triangulated. The empirical data has been acquired from both industry and experiments with university students.The conducted research has revealed that the inconsistencies on the effects from the two mechanisms are possible to understand and resolve by applying a more detailed level of analysis. When competition is decomposed into components of individual- and group competition, it is found that individual competition drives idea quantity and that it hampers collaboration, whereas group competition instead is found to induce collaboration and to nurture idea quality. This indicates that competition can be used to manage levels of collaboration in ideation, thereby bridging the two mechanisms.This thesis further presents that the individual effects from each of the mechanisms are complementary to each other. This implies that the effect from each mechanism is retained when combined with the other mechanisms, and that the combined effect is equal to, or even greater than, the sum of the individual effects. This combined use is found to drive both ideation efficiency and motivation, and is offering management an interesting third alternative, out of the two mechanisms, of how firm-internal ideation can be managed in a more effective and efficient manner.An analytical framework is included, presenting the interrelationships between the mechanisms, motivation, ideation behavior and the ideation performance.
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