| 1. |
- Carlgren, Lisa, et al.
(författare)
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When cultures collide : What can we learn from frictions in the implementation of design thinking?
- 2022
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Ingår i: The Journal of product innovation management. - : John Wiley and Sons Inc. - 0737-6782 .- 1540-5885. ; 39:1, s. 44-65
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Tidskriftsartikel (refereegranskat)abstract
- Increasing interest in the use of design thinking (DT) in innovation has called into question its integration in organizational settings. We draw upon literature on management innovation and new practice implementation that highlights potential cultural conflicts between the values and assumptions underpinning the new practice and the culture of the organization that adopts it. We investigate the cultural fit between DT and the adopting firm through qualitative studies of 13 cases of DT implementation in large established firms complemented with data collected during eight workshops with DT practitioners and scholars. We abductively propose a cultural archetype of DT comprising eight dimensions: subjective and aesthetic ways of knowing, long-term and nonlinear views about time, intrinsic motivation and sense of purpose, flexibility and change, relationships, empathy, and emotions at work, collaboration and inclusion, team autonomy and informality, and external orientation. We identify challenges and consequences associated with cultural misfits encountered in the implementation of DT: lack of legitimacy, lack of depth, disengagement, incrementalism, poor teamwork and alienation, collaboration lip service, micromanaged processes, and lack of external orientation. We thus (i) develop a characterization of DT by providing a detailed cultural archetype that we discuss relative to previous literature on DT and (ii) enrich the research on the recursive relationship between organizational culture and DT implementation, contributing to research on emotions in management and innovation culture. We also (iii) contribute to research on the challenges encountered by firms when adopting DT, extending the research on difficulties linked to cultural misfits when implementing new practices. Finally, we (iv) contribute to research on practice implementation and management innovation by highlighting the interplay between cultural fit, legitimacy, and the implementation climate.
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| 2. |
- Carnes, Christina Matz, et al.
(författare)
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Leveraging Resources For Innovation : The Role of Synchronization
- 2022
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Ingår i: The Journal of product innovation management. - : John Wiley & Sons. - 0737-6782 .- 1540-5885. ; 39:2, s. 160-176
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Tidskriftsartikel (refereegranskat)abstract
- Leveraging resources to develop innovation is central to exploiting market opportunities yet doing so is complex and fraught with challenges. This study explores some of this complexity by theoretically detailing and empirically examining the critical role that synchronization plays in the process of leveraging resources to create innovation. Specifically, we integrate resource orchestration with the behavioral theory of the firm to investigate the joint effect of synchronization and leveraging strategies on innovation under different performance conditions. Using policy capturing methodology resulting in 3,600 observations from 120 managers, we find empirical evidence that synchronization can enhance innovation outcomes of all leveraging strategies. Yet, this positive synergistic effect occurs in high performing firms that use the resource advantage and market opportunity leveraging strategies and in low performing firms that use the entrepreneurial leveraging strategy. Our theory and results offer important contributions to the innovation and resource orchestration literatures. First, our study offers a contextually rich examination of innovation, suggesting that it is not only resources, but also managerial actions and a firm?s relative performance that drive innovation outcomes. Specifically, this study adds to our knowledge of the relationship between resources and innovation strategies by investigating the impact of synchronization ? a key contingency in understanding the effects of resources on innovation. Second, we examine boundary conditions of synchronization?s influence by integrating behavioral logic in the context of relative firm performance. Mixed evidence exists on the synergistic effect of valuable capabilities, with some studies showing increased gains and others finding evidence of a neutral relationship. This study begins to disentangle these findings by suggesting that resource leveraging strategies and synchronization together enhance innovation when the strategy aligns with the firm?s relative performance aspirations, answering calls for the development of a more nuanced understanding of the pursuit of innovation.
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| 3. |
- Chirico, Francesco, et al.
(författare)
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Orchestrating resources with suppliers for product innovation
- 2023
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Ingår i: The Journal of product innovation management. - : John Wiley & Sons. - 0737-6782 .- 1540-5885.
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Tidskriftsartikel (refereegranskat)abstract
- How orchestrating external, supplier-provided resources affects product innovation is an important question. While product innovation is essential to achieve a competitive advantage, it is costly as it requires significant investments. It thus puts a severe strain on firm resources, which is particularly critical for resource-scarce small–medium enterprises (SMEs). Therefore, these firms must combine their own resources with those of external parties, particularly suppliers, to enhance their product innovation. However, knowledge about how orchestrating these resources affects product innovation is limited, because empirical studies on resource orchestration have largely focused on firm-internal resources; furthermore, there is ambiguity regarding the extent to which drawing on external resources is beneficial. In addition, the conditions that affect the resource orchestration–product innovation relationship remain unexplored. Therefore, we focus on supplier logistics integration (SLI), an important resource orchestration action referring to the orchestration of external, supplier-provided resources; we draw on the resource orchestration framework and the related work on organizational rigidity to theorize that there is an inverted U-shaped relationship between SLI and product innovation. Additionally, we suggest that learning orientation and environmental dynamism mitigate rigidities associated with high levels of SLI and thus facilitate the translation of SLI into product innovation. Testing our hypotheses with data from Swedish SMEs supports our theorizing and provides important contributions. Most importantly, we extend the resource orchestration framework to include the focus on external, supplier-provided resources, thereby advancing our knowledge and understanding of resource orchestration for product innovation in SMEs.
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| 4. |
- Degbey, William Y., et al.
(författare)
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Customers driving a firm's responsible innovation response for grand challenges : A co-active issue-selling perspective
- 2024
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Ingår i: The Journal of product innovation management. - : John Wiley & Sons. - 0737-6782 .- 1540-5885. ; 41:2, s. 379-402
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Tidskriftsartikel (refereegranskat)abstract
- Grand challenges vary across industries and call for firms to craft a responsible innovation response to effectively address them. However, key questions concerning why firms embrace responsible innovation and the process by which they respond to grand challenges have yet to be fully answered. We integrate an issue-selling theoretical lens and the customer role from an innovation perspective to theorize about the different influencing motives that customers exert on their corresponding supplying firm to craft a more responsible innovation response to grand challenges. Based on qualitative data collected in almost a 10-year period from multiple respondents across eight customer firms and two supplying firms, we identify three core motives-regulatory, business opportunity, and socio-environmental motives-that propel customers to influence supplying firms to craft different forms of responsible innovation responses. Our research also reveals three vital socio-human capital pathways-human capital, socio-behavioral, and relationship-which, in turn, foster a co-active engagement in addressing grand challenges innovatively and responsibly. In so doing, this research advances novel theorizing on co-active engagement in responsible innovation where the customer acts as the primary champion and the supplier as the implementer. We discuss the important implications for customers and other stakeholders.
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| 5. |
- Gama, Fábio, Ass. Professor, 1980-, et al.
(författare)
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Artificial intelligence in innovation management : A review of innovation capabilities and a taxonomy of AI applications
- 2023
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Ingår i: The Journal of product innovation management. - Hoboken : Wiley-Blackwell. - 0737-6782 .- 1540-5885.
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Forskningsöversikt (refereegranskat)abstract
- Artificial intelligence (AI) is a promising generation of digital technologies. Recent applications and research suggest that AI can not only influence but also accelerate innovation in organizations. However, as the field is rapidly growing, a common understanding of the underlying theoretical capabilities has become increasingly vague and fraught with ambiguity. In view of the centrality of innovation capabilities in making innovation happen, we bring together these scattered perspectives in a systematic and multidisciplinary literature review. The aim of this literature review is to summarize the role of AI in influencing innovation capabilities and provide a taxonomy of AI applications based on empirical studies. Drawing on the technological–organizational–environmental (TOE) framework, our review condenses the research findings of 62 studies. The results of our study are twofold. First, we identify a dichotomous view of innovation capabilities triggered by AI adoption: enabling and enhancing. The enabling capabilities are those that research identifies as enablers of AI adoption, underscoring the competencies and routines needed to implement AI. The enhancing capabilities denote the role that AI adoption has in transforming or creating innovation capabilities in organizations. Second, we propose a taxonomy of AI applications that reflects the practical adoption of AI in relation to three underlying reasons: replace, reinforce, and reveal. Our study makes three main contributions. First, we identify the innovation capabilities that are either required for or generated by AI adoption. Second, we propose a taxonomy of AI applications. Third, we use the TOE framework to track trends in the theoretical contributions of recent articles and propose a research agenda. © 2023 The Authors.
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| 6. |
- Klenner, Nico Florian, et al.
(författare)
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Entrepreneurial ways of designing and designerly ways of entrepreneuring : Exploring the relationship between design thinking and effectuation theory
- 2022
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Ingår i: The Journal of product innovation management. - : Wiley. - 0737-6782 .- 1540-5885. ; 39:1, s. 66-94
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Tidskriftsartikel (refereegranskat)abstract
- Scholars have suggested that design thinking and effectuation theory may enrich each other. However, to date, we lack deeper theorizing and empirical evidence to further advance this valuable discourse for the benefit of innovation management. Our qualitative study draws on 41 in-depth interviews with Australian designer-founders, with the aim to provide a theoretical perspective on and empirical insights into the relationship between the behavioral practices of design thinking and the cognitive principles of effectuation. The contributions are twofold. First, our study explains how design thinking practices enable designer-founders to enact the cognitive principles of effectuation. Uncovering these "entrepreneurial ways of designing" provides an explanation for the effectiveness of design thinking for entrepreneurial innovation and new venture creation. Second, our study sheds light on the ways in which designer-founders interpret effectuation principles through the professional values and norms embodied in design thinking. These "designerly ways of entrepreneuring" resemble particular, normative interpretations of effectual action. By doing so, our study offers empirical substantiation and theoretical elaboration of the ways in which design thinking functions as an approach for entrepreneurial innovation and new venture creation. Through shedding light on the "entrepreneurial ways of designing" and "designerly ways of entrepreneuring" exhibited by designer-founders, our research reveals the reciprocal relationship between design thinking and effectuation theory.
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| 7. |
- Nagaraj, Varun, et al.
(författare)
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Team Design Thinking, Product Innovativeness, and the Moderating Role of Problem Unfamiliarity
- 2020
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Ingår i: The Journal of product innovation management. - : Blackwell Publishing. - 0737-6782 .- 1540-5885. ; 37:4, s. 297-323
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Tidskriftsartikel (refereegranskat)abstract
- Team design thinking in new product development (NPD) refers to a set of design-oriented principles that can be embedded in the everyday routines of NPD teams. We theorize that team design thinking enables NPD teams to develop more innovative products - products that are useful and novel - by reducing the routine and cognition-based inertia that constrains the team’s innovativeness. Through a study of 247 NPD projects, we investigate the relationships between team design thinking, product utility, and product novelty. Further, we also explore whether the team’s unfamiliarity with product contexts influences these relationships. Findings show that team design thinking is positively associated with useful products in both familiar and unfamiliar contexts, but that team design thinking is associated with product novelty only in familiar contexts. Findings also suggest that team design thinking can be framed as a dynamic capability that addresses routine and cognition-based inertia by expanding the organization’s knowledge resource base, particularly in familiar contexts. A key implication of this research is that team design thinking will influence product utility in a variety of situations, but its influence on product novelty will be evident primarily in familiar contexts.
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| 8. |
- Rylander Eklund, Anna, 1972, et al.
(författare)
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Design thinking as sensemaking—Developing a pragmatist theory of practice to (re)introduce sensibility
- 2022
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Ingår i: Journal of Product Innovation Management. - : Wiley. - 0737-6782 .- 1540-5885. ; 39:1, s. 24-43
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Tidskriftsartikel (refereegranskat)abstract
- Design thinking is based on designers’ creative ways of working and is defined as a formal method for creative problem solving aimed at fostering innovation by harnessing “the designer's sensibility and methods.” The basic premise is that design “thinking” can be extracted and separated from the situated practice of designing in the studio. This approach has given rise to a widely accepted nomenclature for describing design which has improved communication between designers and managers, leading to massive interest in adoption of design thinking in management settings. However, due to a widespread implicit cognitivism in the literature, scholars find it difficult to explain the cultural and experiential qualities of design thinking and it tends to be presented as a fundamentally cognitive, problem-solving activity. We argue that these cognitivist tendencies preclude proper attention to and theorization of designers’ creative practice. We contend that the absence of a theory of practice prevents a deeper understanding of the contribution of design thinking to innovation, loses sight of the sensibility on which it relies, and hampers realization of the promise of design thinking. We develop an alternative theoretical perspective, grounded in a pragmatist theory of practice and the studio culture from which designers’ creative practice developed. This theoretical perspective allows design thinking to be understood as sensemaking, foregrounds imagination and improvisation as its core activities, and explains how sensibility is developed and nurtured. We review the design thinking literature through this pragmatist lens and discuss the implications for theory and practice of conceptualizing design thinking as sensemaking.
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| 9. |
- Sjödin, David, 1983-, et al.
(författare)
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Value Creation and Value Capture Alignment in Business Model Innovation : A Process View on Outcome‐Based Business Models
- 2020
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Ingår i: The Journal of product innovation management. - : John Wiley & Sons. - 0737-6782 .- 1540-5885. ; 37:2, s. 158-183
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Tidskriftsartikel (refereegranskat)abstract
- Industrial manufacturers are innovating their business models by shifting from selling products to selling outcome‐based services, where the provider (manufacturer) guarantees to deliver the performance outcomes of the products and services. This form of business model innovation requires a profound yet little understood shift in how value is created, delivered, and captured. To address this research gap, our study examines two successful and four unsuccessful cases of this shift. We find that effectiveness in business model innovation hinges on the three process phases that unfold in collaboration with the customers: value proposition definition, value provision design, and value‐in‐use delivery. We also find that that success is determined by the alignment of specific value creation and value capture activities in each phase: identifying value creation opportunities—agreeing on value distribution in value proposition definition, designing the value offering—deciding on the profit formula in the value provision design, and finally refining value creation processes—regulating incentive structures in the value‐in‐use delivery. Our process model contributes to the literature and practice on business model innovation by providing a thorough understanding of how alignment of value creation and value capture processes is ensured, whilst paying special attention to their interdependence and the interactions between provider and customer.
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| 10. |
- Sukhov, Alexandre, 1988-, et al.
(författare)
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How Experts Screen Ideas : The Complex Interplay of Intuition, Analysis, and Sensemaking
- 2021
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Ingår i: The Journal of product innovation management. - : John Wiley & Sons. - 0737-6782 .- 1540-5885. ; 38:2, s. 248-270
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Tidskriftsartikel (refereegranskat)abstract
- Organizations use idea screening to select which ideas will be developed into innovation projects. Extant research has revealed that, during idea screening, expert evaluators use intuition to make rapid holistic decisions about idea quality, analyze ideas in detail to determine their value and employ sensemaking to understand and elaborate on ideas. However, much of this takes place in the minds of the evaluators, which limits our understanding of how experts identify good ideas. This study addresses the issue by mapping the activities that expert evaluators use to screen ideas and by examining how these activities are used to identify high quality ideas. To study this, 204 idea screening cases were collected, using the think aloud method on two samples of experts. The data were analyzed using grounded theory techniques to outline the range of idea screening activities that expert evaluators use and then complemented with fuzzy set qualitative comparative analysis (fsQCA) to understand how these activities are combined together to make judgments of idea quality. The findings break down intuition, analysis, and sensemaking into seven key activities that experts use when screening ideas and detail their dimensions on the micro‐level. The fsQCA further shows that experts combine these activities into distinct patterns in order to find high quality ideas, where sensemaking plays a crucial role. This demonstrates that finding high quality ideas often requires effortful interpretation, while also generating opportunities to develop ideas further. These findings add depth to our understanding of how evaluators think when screening ideas, suggesting that expert evaluators can be used for both the screening and development of ideas during the idea screening stage. Integrating idea development into screening can potentially lead to the more effective use of resources, while saving time at the front‐end of innovation.
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