| 1. |
- Arekrans, Johan, 1993-
(författare)
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Circling the Squares : Radical Innovation and Management Control Systems in the Circular Economy
- 2023
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- An economic system built upon the sale of tangible goods produced using finite resources is inherently unsustainable. The idea of a Circular Economy (CE) as a viable pathway to sustainability has gained considerable attention from academia, policymakers, and the business community. The CE builds on a new logic in the business environment in which industrial firms operate that requires substantial changes. We face a significant knowledge gap concerning how firms internally manage the implementation and adoption of CE. Filling in this knowledge gap is critical to understanding how to implement CE at large and established firms with a considerable history of a linear logic, which are known to favor incremental improvements to existing business opportunities over radical innovation.This thesis aims to delve into the managerial challenges that large, established industrial firms encounter when implementing CE principles, and how they address these challenges, particularly through managerial controls. Additionally, it aims to provide insights into how management can facilitate radical circular innovation and support the circular transformation of incumbent firms. To accomplish this aim, existing knowledge on barriers to CE has been synthesized through a systematic literature mapping and a systematic literature review. Next, interviews (n=68) at five large and established industrial firms provide empirical insights concerning the implementation and adoption of CE principles. In addition to the four appended papers, this comprehensive summary theorizes about the empirical findings using literature on radical innovation, sensemaking, and managerial controls. Building on the empirical papers, this analysis sheds light on two distinct patterns in how managers frame CE: incremental framing versus radical framing. It is argued that this has considerable consequences concerning with respect to ambitions, operationalization, and the means used to achieve a CE. In addition, the thesis theorizes about the relationship between the management control systems and the prevailing framings of CE. Based on an understanding of this relationship and the tensions and conflicts associated with the different framings, it is argued that managerial controls can act both as barriers to and enablers of CE adoption at incumbent firms. In addition to the practical and theoretical implications of this finding, the thesis pinpoints limitations and assumptions concerning managerial control systems in relation to CE and propose new avenues in light of this. Finally, the analysis is synthesized into an integrative framework that differentiates three different modes of organizational behaviors within the context of CE transitions: optimizing, transforming, and systems building. This framework integrates the theoretical foundations of the thesis, acknowledges the identified issues, and offers actionable implications for researchers and practitioners.
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| 2. |
- Frishammar, Johan, et al.
(författare)
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Digital strategies for two-sided markets : A case study of shopping malls
- 2018
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Ingår i: Decision Support Systems. - : Elsevier BV. - 0167-9236 .- 1873-5797. ; 108, s. 34-44
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Tidskriftsartikel (refereegranskat)abstract
- Digitalization is fundamentally changing the retailing ecosystem for shopping malls as digital and analogue elements get increasingly intertwined. We conceptualize shopping malls as two-sided markets whose primary function is connecting shoppers and retailers. By means of an interpretative case study, the article then presents an omnichannel strategy typology for how shopping malls can meet the evolving digitalization challenge. We identify three generic strategies labeled digital awaiter, digital data gatherer, and digital embracer. The paper provides implications for research in omnichannel strategies, digitalization, and two-sided markets by explicating different strategies that involve physical and digital resources, and different ecosystem agents, i.e., retailers and shoppers. It also provides insights for other organizations beyond retailing and which operate under a two-sided market regime.
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| 3. |
- Grönlund, Johan, et al.
(författare)
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Open Innovation and the Stage-Gate Process: A Revised Model for New Product Development
- 2010
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Ingår i: California Management Review. - : SAGE Publications. - 0008-1256 .- 2162-8564. ; 52:3, s. 106-131
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Tidskriftsartikel (refereegranskat)abstract
- This article explores how firms can benefit from opening up the new product development process by integrating the principles of open innovation with the Stage-Gate process. It examines the potential opportunities of employing the principles of both inbound and outbound open innovation within new product development at a firm in the upstream oil & gas industry. A practitioner-oriented work model, named the open Stage-Gate model, can exploit the advantages of "openness." This model allows explicit consideration of import and export of know-how and technology through gate evaluations and also enables firms to continuously assess their core capabilities and business model. The application of this model can assist firms in capturing value from both internal and external technology exploitation in increasingly open innovation processes.
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| 5. |
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| 6. |
- Amann, Marie, et al.
(författare)
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Mitigating not-invented-here and not-sold-here problems: The role of corporate innovation hubs
- 2022
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Ingår i: Technovation. - : Elsevier. - 0166-4972 .- 1879-2383. ; 111
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Tidskriftsartikel (refereegranskat)abstract
- Despite a growing number of Corporate Innovation Hubs (CIHs) in recent years, limited attention has been paid to understanding the key problems that arise among organizations collaborating through CIHs. In particular, organizations often experience Not-Invented-Here (NIH) and Not-Sold-Here (NSH) problems, i.e. negative attitudes towards absorbing external knowledge and towards sharing internal knowledge externally. Consequently, many CIHs fail to deliver and are regarded as “innovation theatres” rather than engines of renewal. By drawing upon an inductive multiple case study of five CIHs, their parent companies and associated startups, located in Silicon Valley (USA) and the Gothenburg region (Sweden), the article sheds light on how CIHs can mitigate NIH and NSH problems in knowledge transfer. Specifically, we investigate the causes, consequences and mitigating mechanisms of NIH and NSH problems among the organizations collaborating through a CIH. These findings are presented in a framework that connects causes and consequences with the corresponding mitigating mechanisms. We also present new theoretical implications for the literatures on NIH and NSH.
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| 7. |
- Anokhin, Sergey, et al.
(författare)
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A conceptual framework for misfit technology commercialization
- 2011
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Ingår i: Technological forecasting & social change. - : Elsevier BV. - 0040-1625 .- 1873-5509. ; 78:6, s. 1060-1071
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Tidskriftsartikel (refereegranskat)abstract
- The emerging literature on outbound open innovation has highlighted innovation processes, which presuppose active outward technology transfer to increase firm profits. To contribute to this discourse, our paper goes beyond the emphasis on core-related technologies and knowledge that currently dominates the technology management literature and develops the novel concept of misfit technology. This concept captures technologies that are not aligned with a focal firm's current knowledge base and/or business model, but which may still be of great value to the firm if alternative commercialization options are considered. By developing a framework that acknowledges (1) Sources of misfit technology, (2) Environmental uncertainty, (3) Organizational slack, (4) Industry appropriability regime and (5) Technological complexity, we theorize on how different modes of commercialization relate to misfit technology commercialization success. The paper is conceptual and is presented with the purpose to spawn further research on this important topic, but simultaneously touches upon the issues of utmost relevance to R&D management practice
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| 8. |
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| 9. |
- Averina, Elizaveta, et al.
(författare)
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Assessing sustainability opportunities for circular business models
- 2022
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Ingår i: Business Strategy and the Environment. - : John Wiley & Sons. - 0964-4733 .- 1099-0836. ; 31:4, s. 1464-1487
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Tidskriftsartikel (refereegranskat)abstract
- As the unfolding climate crisis escalates, incumbent manufacturing companies are increasingly sensing and seizing sustainability opportunities—ideas that help to generate value in a more sustainable way than existing alternatives. Prior literature has underscored the importance of opportunity recognition and has theorized various types of circular business models to address sustainability in practice. However, there is a knowledge gap regarding the step in between: undertaking an assessment that provides a foundation for subsequently pursuing a circular business model. Based on a multiple case study of four innovation projects pursuing sustainability, this article identifies capability assessment, ecosystem alignment, and value-capture viability as key dimensions in evaluating sustainability opportunities prior to circular business model design and development. These insights are aggregated into a framework that allows companies to conduct a systematic assessment of sustainability opportunities in practice. The framework provides new theoretical implications for the literature on circular economy and business model innovation, and it offers hands-on advice for management practice.
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| 10. |
- Björk, Jennie, et al.
(författare)
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Creating Better Innovation Measurement Practices
- 2017
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Ingår i: Mit Sloan Management Review. - : Sloan Management Review Association. - 1532-9194. ; 59:1, s. 45-53
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Tidskriftsartikel (refereegranskat)abstract
- For most companies, innovation is a top managerial priority. Many managers look at successful innovators such as Apple Inc. and Google Inc. with envy, wishing their companies could be half as innovative. To boost and benchmark innovation, managers often use quantitative performance indicators.1 Some of these indicators measure innovation as results or outcomes such as sales from new products. Others measure innovation as a process, using metrics such as the number of innovation projects in progress. And some track input measures such as the number of ideas generated, while still others focus on the innovation portfolio, by looking at factors such as the percentage of investments in breakthrough projects versus product line extensions.
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