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- Agogué, Marine, et al.
(författare)
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A contingency approach of open innovation intermediaries - the management principles of the "intermediary of the unknown"
- 2013
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Ingår i: 13th EURAM conference, Istanbul, June 26-29.
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Konferensbidrag (refereegranskat)abstract
- Research has improved our understanding of the managerial challenges inherent in exploratory intermediation. For instance knowledge brokers help to solve well-defined problems based on existing competences. But what if the relevant actor networks are not known, if there is no clear common interest, or if there are only ill-defined, wicked problems and no legitimate common place where they can be discussed? The aim of this paper is to explore these management principles for intermediation of the unknown. Can intermediaries be active when the degree of unknown is high? And if so, what can they do and how can they manage and drive collective innovation? We first build on a review of the literature to highlight common core functions of the different types of intermediaries. Then, we introduce the “degree of unknown” as a new dimension for analyzing the role of intermediaries, and we discuss whether the core functions of the intermediary could be fulfilled when the degree of unknown is very high. Our analysis is based on four different empirical case studies in Sweden, France, and Germany where these functions have been tackled in particular because of the low level of pre-existing knowledge. We describe the managerial challenges these intermediaries face in the unknown and we demonstrate examples of how they have been handled. We conclude by discussing the theoretical and empirical perspectives raised by this work. The paper contributes to the theory of innovation intermediaries by exploring the properties of a form of intermediary for which the degree of unknown is a key contingency variable, and describes management principles for such intermediaries. In this way we characterize a new role –the “intermediary of the unknown” – that may be well spread in practice but scarcely analysed in the literature.
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| 5. |
- Berggren, Rita, 1989, et al.
(författare)
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Change in Tightly Coupled Systems: The Role and Action of Middle Managers
- 2020
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Ingår i: Research on Organization Change and Development; edited by Debra A. Noumair, and Abraham B. (Rami) Shani. - 9781839090844 ; , s. 183-209
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- The literature on organizational change has long acknowledged the need to balance stability and economic efficiency with the need to be flexible and to change. Authors, certainly in the dynamic capabilities tradition but also in other perspectives, have stressed the importance of more open and loosely coupled systems to promote adaption. However, many organizations do not operate on such premises but rather rely on creating efficient business units through tight coupling, building strict social and administrative control, and jointly relying on common systems. In this study, we conduct 46 interviews with employees from three different retail organizations to investigate how units in such tightly coupled systems change within the framework of the set standards. Through contrasting the characteristics of high and low functioning units, we identify three mechanisms that seem to enable the units to successfully and repeatedly realign and establish new configurations. We conclude that the orchestrator of all three realignment mechanisms is the middle manager, and we discuss the middle manager’s role and the different activities that enable a successful realignment.
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| 6. |
- Börjesson, Sofia, 1964, et al.
(författare)
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Jam Sessions for collaborative management research
- 2003
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Ingår i: Collaborative research organisations, foundations for learning, change and theoretical development, SAGE Publications, Thousand Oaks, Ca..
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 7. |
- Eisenstat, R. A., et al.
(författare)
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The uncompromising leader
- 2008
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Ingår i: Harvard Business Review. - 0017-8012. ; 86:7-8, s. 50-
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Tidskriftsartikel (refereegranskat)abstract
- Managing the tension between performance and people is at the heart of the CEO's job. But CEOs under fierce pressure from capital markets often focus solely on the shareholder, which can lead to employee disenchantment. Others put so much stock in their firms' heritage that they don't notice as their organizations slide into complacency. Some leaders, though, manage to avoid those traps and create high-commitment, high-performance (HCHP) companies. The authors' in-depth research of HCHP CEOs reveals several shared traits: These CEOs earn the trust of their organizations through their openness to the unvarnished truth. They are deeply engaged with their people, and their exchanges are direct and personal. They mobilize employees around a focused agenda, concentrating on only one or two initiatives. And they work to build collective leadership capabilities. These leaders also forge an emotionally resonant shared purpose across their companies. That consists of a three-part promise: The company will help employees build a better world and deliver performance they can be proud of, and will provide an environment in which they can grow. HCHP CEOs approach finding a firm's moral and strategic center in a competitive market as a calling, not an engineering problem. They drive their firms to be strongly market focused while at the same time reinforcing their firms' core values. They are committed to short-term performance while also investing in long-term leadership and organizational capabilities. By refusing to compromise on any of these terms, they build great companies.
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| 8. |
- Elmquist, Maria, 1975, et al.
(författare)
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Exploring the field of open innovation
- 2009
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Ingår i: European Journal of Innovation Management. - 1460-1060. ; 12:3, s. 326-345
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Tidskriftsartikel (refereegranskat)
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| 9. |
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| 10. |
- Elmquist, Maria, 1975, et al.
(författare)
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Leveraging on open innovation: A study of why organizations engage in open innovation collaboration
- 2013
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Ingår i: NFF conference in Iceland, August 2013.
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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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