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| 2. |
- Berglund, Henrik, 1973, et al.
(författare)
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CBIs studie om innovationsledning
- 2011
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- CBI har under andra halvåret 2010 och första halvåret 2011 genomfört en studie av innovationsledning hos 38 utvalda svenska företag inom tillverkning, IT och Telekom. Syftet var att undersöka hur företagen leder och organiserar innovation samt vilka utmaningar de står inför. Frågorna har besvarats av antingen VD eller en medlem i ledningsgruppen med insyn i företagets hantering av innovation.Resultatet visar att -de flesta företagen inte skiljer på radikal och inkrementell innovation-i många företag används ordet innovation för all produkt- och tjänsteutveckling-de flesta företag ser en ökning av innovationstakten inom sin respektive bransch-de flesta företag uttrycker att innovation är viktigt, samtidigt som få företag har innovationsfrågor bland sina tre största utmaningar-hälften av företagen använder någon form av rutin för att stärka sin förmåga att skapa nya produkter och tjänster, men endast ett fåtal använder flera olika rutiner-förstainnovationsföretagen (mindre, relativt nystartade företag) skiljer sig från de övriga i det att de är starkt innovationscentrerade-många företag välkomnar stöd från akademin, men endast ett fåtal önskar stöd att öka sin innovationsförmågaCBIs samtliga seniora forskare har genomfört intervjuerna.
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| 4. |
- Laurell, Christofer, et al.
(författare)
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Disruption and Social Media – Entrant Firms as Institutional Entrepreneurs
- 2014
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Ingår i: International Journal of Innovation Management. - London : Imperial College Press. - 1363-9196 .- 1757-5877. ; 18:3, s. Art. no. 1440006-
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Tidskriftsartikel (refereegranskat)abstract
- Technological change often leads to competitive turbulence in established industries. Little is known about how the introduction of social media affects incumbent and entrant firms. This paper explores the impact of social media on the fashion journalism industry. Our findings show that entrant fashion bloggers have toppled incumbent fashion journalists. Through a netnographic analysis of published blog content, we argue that entrants have become dominant by transforming the profession of fashion journalism and in doing so, they have acted as institutional entrepreneurs. We argue that entrants are less bound by established institutional practices and that their ability to redefine the dominant logic of an industry can explain why they have outperformed incumbents.
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| 6. |
- Pihl, Christofer, et al.
(författare)
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Value creation and appropriation in social media : the case of fashion bloggers in Sweden
- 2013
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Ingår i: International Journal of Technology Management. - : InderScience Publishers. - 0267-5730 .- 1741-5276. ; 61:3/4, s. 309-323
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Tidskriftsartikel (refereegranskat)abstract
- This paper explores and explains the emergence of commercial blogging. Studying the contents of 18 of Sweden's top fashion blogs, our findings suggest that bloggers create value by generating improved transaction efficiencies. Fashion bloggers have high credibility and thus facilitate the flow of consumer information and choice. The blogs present a combination of private and commercial content, thereby creating a customer intimacy that differentiates them from more traditional market channels. The value of these relationships is appropriated partly through advertisements and partly from other sources of revenue, such as the creation of brands and online stores. Bloggers have become powerful intermediaries who often have a better contact with end consumers than fashion firms. This paper therefore suggests that management of the blogosphere is an emerging source of competitive advantage for fashion firms.
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| 7. |
- Sandström, Christian, 1982
(författare)
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A revised perspective on Disruptive Innovation - Exploring Value, Networks and Business models
- 2010
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The concept of disruptive innovation has received much attention in recent years. These innovations can be defined as offering an initially lower performance while at the same time bringing some new attributes to the market. This thesis aims to develop and extend existing theory on disruptive innovation with an emphasis on business models and value networks.Previous work in this area has shown that incumbents are often toppled by entrants when disruptive innovations are introduced since these technologies are not initially demanded by the established firms’ customers. Much attention has been devoted to how disruptive innovations emerge in low-end segments and in new markets. However, more knowledge is needed about whether and how they can prosper inside an incumbent firm’s established market segment. Moreover, the challenges related to these innovations have increasingly been framed as related to the business model of firms, but little is known regarding how and why this is the case.Drawing upon data from several case studies, the empirical findings in this dissertation suggest that disruptive innovations may prosper in a segment where incumbents are already present. They do so by compensating the lower traditional performance with some new ways of creating value, for instance by removing labor or changing activities inside the customer’s organization. These findings in turn suggest that this theory needs to focus more on how different performance dimensions create value. Additionally, it is argued that a more nuanced conceptualization of customers and networks is needed. When regarding customers as a collection of actors with different competencies and incentives, it becomes clear that disruptive innovations are problematic even when a firm’s existing customers demand them. These innovations may be incompatible with the different activities and incentives of some actors, which may result in a barrier to adoption. Disruptive innovation can therefore be regarded as a business model challenge in the sense that the new value creation and distribution distorts the firm’s surrounding constellation of actors. Firms need to change their network, but struggle to do so since business models transcend their boundaries and they are therefore forced to act under conditions of interdependence.
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| 9. |
- Sandström, Christian, et al.
(författare)
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Idea management systems for a changing innovation landscape
- 2010
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Ingår i: International Journal of Product Development. - : InderScience Publishers. - 1477-9056 .- 1741-8178. ; 11:3-4, s. 310-324
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Tidskriftsartikel (refereegranskat)abstract
- Over the last few decades, the nature of innovation has changed from being primarily related to incremental product innovation towards more business model innovation, discontinuous innovation and open innovation. These changes impose new demands on the ideation phase of the innovation process and on idea management systems. This article explores what an idea management system that handles some of these different forms of innovation ideas may look like. The studied idea management system differs from previous typologies in that it is dual, i.e., aiming to generate, evaluate and select both continuous and discontinuous innovation ideas and employing different processes and criteria within the same system.
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| 10. |
- Sandström, Christian, 1982, et al.
(författare)
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Managing business model renewal
- 2010
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Ingår i: International Journal of Business and Systems Research. - : Inderscience Enterprises Ltd.. - 1751-2018 .- 1751-200X. ; 5:5, s. 461 - 474
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Tidskriftsartikel (refereegranskat)abstract
- It is well-documented that firms often need to change their business model when introducing a new product, but more knowledge is needed regarding why they struggle when trying to do so. This paper explores the challenges related to renewing an established business model. Drawing upon a case study and industrial network theory, we argue that business models are difficult to change because they are based upon interdependence throughout a system of interrelated actors. Firms are interconnected with actors beyond its boundaries and thus, only a limited control can be imposed. Our findings also suggest that firms can change their business models by identifying critical actors and by aligning incentives throughout their network.
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