| 1. |
- 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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| 2. |
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| 3. |
- 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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| 4. |
- Foote, N., et al.
(författare)
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The Higher Ambition Leader
- 2011
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Ingår i: Harvard Business Review. - 0017-8012. ; 89:9, s. 94-
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- In 2009, as financial institutions faced plummeting profits and public scorn, the star of Standard Chartered Bank was on the rise. The bank posted its seventh straight year of income growth (with no help from government funding) and increased its Lending by 13%. Why was it thriving in such a difficult time? Because a different approach to leadership had taken hold there, say the authors, a team from the TruePoint consultancy. Mervyn Davies, who took Standard Chartered's reins in 2001, and his successor, Peter Sands, represent a new breed of CEO. Not content with achieving only strong economic returns, these CEOs drive their companies toward high performance on three fronts at once: creating tong-term value, producing benefits for the wider community, and building strong social capital within the organization. Many CEOs do well in one of these areas, but what sets these "higher-ambition leaders" apart is their ability to excel in all three. In pursuing their aggressive agendas, higher-ambition leaders do three things: They draw on a much broader view of their companies' organizational and cultural assets to forge more-powerful strategic visions. They build widespread commitment to achieve those visions by turning their companies into communities of shared purpose. And they demonstrate the grit to commit to their visions over the long term. As each of these activities reinforces the others, the full human and business potential of the organization is unlocked, allowing these CEOs to lead their companies to remarkable success, even in the face of daunting challenges.
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| 5. |
- Fredberg, Tobias, 1974
(författare)
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Counteracting the Lack of Trust in Global Business: Creating Economic and Social Value with Stakeholders
- 2013
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Ingår i: G20 youth conference in St Petersburg.
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Konferensbidrag (refereegranskat)abstract
- Year after year we are reminded of how badly business organizations are seen in large parts of the world. For example, in survey done by the research firm Edelmann in 2012, less than 30% of the French informed public trusted business organizations and their leaders to do “what is right”. With the exception of some excellent examples, the low trust and legitimacy of business is a problem that prevails throughout the G20 members and most countries where the trust level is measured. With the general critique towards large corporations in society, and with the recurring corporate scandals and reports of executive greed, this is perhaps not surprising. But the implications of this problem are important not only in the societal debate, but for how these organizations function. Trust is connected with engagement, which in turn is connected to performance in what we can call the trust-engagement-performance cycle. Hence, in the general case, a low level of trust is connected with low performance both in terms of people’s engagement and the financial performance of corporations. In a study with 20 CEOs of large transnational corporations selected out of their ability to create both financial and social value (we call them “Higher Ambition”-companies), we try to understand their strategies for increasing trust with stakeholders in the markets that they are active in, engagement among their employees and external partners, and thereby performance. In doing so, the leaders of these corporations have to deal with a larger set of dilemmas and paradoxical choices that arise from the global complex nature of the transnational corporation as well as the double sided nature of their ambition to create economic as well as social value. Hence, instead of focusing on what global corporations do badly (which is the common way of analyzing the issue), we try to understand what they do well. The paper outlines the challenges, the resulting dilemmas/paradoxes, the strategies for handling them and discusses the implications for global business.
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| 6. |
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| 7. |
- Fredberg, Tobias, 1974
(författare)
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If I Say It's Complex, It Bloody Well Will Be: CEO Strategies for Managing Paradox
- 2014
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Ingår i: The Journal of applied behavioral science. - : SAGE Publications. - 0021-8863 .- 1552-6879. ; 50:2, s. 171-188
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Tidskriftsartikel (refereegranskat)abstract
- This empirical article focuses on practices by CEOs of global organizations to manage paradox. Earlier research has pointed to how difficult it is to solve paradoxes and has suggested overarching approaches for their resolution. The purpose with this article is to further the understanding of how paradox handling works in practice. The article builds on interviews with CEOs of 20 global organizations selected out of their ability to create both economic and social value. The article aims to contribute to the literature by (a) showing how CEOs relate to paradoxes and (b) strategies for solving the paradoxes. Suggestions are made for how this develops the current literature in the area, and what further research may look into. The article informs industrial practice by showing examples of managerial solutions to paradoxes and by highlighting paradox resolution as a source of competitive advantage.
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| 8. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Role Confusion in Open Innovation Intermediary Arenas
- 2011
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Ingår i: New Forms of Collaborative Innovation and Production on the Internet, eds. Wittke, V. & Hanekop, H.. - 9783863950200
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Intermediaries have become an increasingly important part of innovation collaborationarrangements such as open innovation. Much attention has been given tostructural arrangements for open innovation, but less interest has been given tohow people experience the participation in open innovation work. This chapter isbased on a longitudinal case study of SAFER, an open innovation intermediaryarena for research on traffic and vehicle safety. It investigates how participants inthis arena experience their situation as they spend time on things typically "outside"their tasks in their home organizations. The study provides insight into thetensions and confusion that the participants experience in their work, as they constantlyneed to renegotiate their positions both within their home organizations,and in the relation to the intermediary arena and the other organizations.
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| 9. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Strategic Management
- 2013
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Ingår i: Management. An Advanced Introduction. - 9789144093284
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Bokkapitel (refereegranskat)
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| 10. |
- Fredberg, Tobias, 1974, et al.
(författare)
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The paradox of tie strength in customer relationships for innovation: a longitudinal case study in the sports industry
- 2011
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Ingår i: R and D Management. - : Wiley. - 0033-6807 .- 1467-9310. ; 41:5, s. 470-484
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Tidskriftsartikel (refereegranskat)abstract
- Current literature argues that firms should have strong ties to customers to benefit from increased customer retention and loyalty. Strong ties, however, have also shown to prevent innovation, suggesting that firms should also develop weak ties to other customer groups. This paper focuses on the potential for strong ties to facilitate, rather than prohibit, innovation. It is based in a 7-year longitudinal research project with Adidas, a global sporting goods company. From the case, we find that the paradox of tie strength results from an overly simplified view of the nature of company-customer relationships. Contrary to the established literature, we find that strong ties in the Adidas case supported significant innovation. In fact, the involvement resulted in the development of a new product with a radically different product architecture and led to one of the most successful product launches in the company's history. To explain these findings, we introduce the nature of customer participation in a firm's value creation processes as a new dimension of the constitution of firm-customer ties and discuss how such a kind of relationship can develop.
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| 11. |
- Fredberg, Tobias, 1974, et al.
(författare)
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What Do Good Global Leaders Do?
- 2012
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Ingår i: Harvard Business Review. - 0017-8012.
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Online version of the journal, not peer reviewed
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