| 1. |
- Akram, Asif, 1978, et al.
(author)
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AEOLIX Reference Book
- 2019
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Reports (other academic/artistic)abstract
- This is a documentation on the AEOLIX Reference Book (ARB), a website created during the project to collect, highlight and present emerging trends, technologies and practices that are of interest to the problem domain of the project (http://reference.aeolix.eu). The purpose of this document is to present the content of the website.
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| 2. |
- Altmann, Peter, 1985, et al.
(author)
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Frugal Innovation and Knowledge Transferability
- 2016
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In: Research Technology Management. - Philadelphia, PA : Informa UK Limited. - 0895-6308 .- 1930-0166. ; 59:1, s. 48-55
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Journal article (peer-reviewed)abstract
- OVERVIEW: Western firms are generally advised to rely on emerging market partners when attempting to develop frugal innovations for these developing markets. Underlying such advice is the idea that the requirements of emerging market consumers may not be familiar to Western firms and local developers will better understand local needs. We propose an alternative approach for high-tech firms-one that relies on home-based breakthrough R&D focused on emerging market needs. Three frugal innovation projects at a Swedish medical devices manufacturer serve to illustrate both how home-based breakthrough R&D can help managers reconceptualize their core products and the contextual factors favoring such an approach.
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| 3. |
- Altmann, Peter, 1985-, et al.
(author)
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Managing Human Resources and Technology Innovation : The Impact of Process and Outcome Uncertainties
- 2015
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In: International Journal of Innovation Science. - Hockley : Multi-Science Publishing. - 1757-2223 .- 1757-2231. ; 7:2, s. 91-106
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Journal article (peer-reviewed)abstract
- High technology innovation performance relies on a skilful utilization of human resources. The main purpose of this paper is to explore the impact of interpreted outcome and process uncertainties on the effective management of human resources for technology innovation. This is achieved through an insider-outsider based case study approach of three medical device innovations with varying degrees of radicalness. Findings suggest that uncertainties in process and outcome strongly influence what constitutes effective management of human resources for technology innovation. Findings also offer insights into when certain innovation theories hold, and suggestions on how to manage human resources and technology innovation under various conditions of uncertainty.
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| 4. |
- Altmann, Peter, 1985-, et al.
(author)
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Sustained innovativeness and human resource management
- 2011
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In: Research on Technology, Innovation and Marketing Management 2009-2011. - Halmstad : Högskolan i Halmstad. - 9789197507516 ; , s. 21-35
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Book chapter (other academic/artistic)abstract
- Innovation is paramount to success. Over time firms must maintain their ability to innovate in order to maintain their competitive edge. In this paper we explore the role human resource management has in nurturing and enhancing the innovative capability of the firm. To explore HRM activities, functions and processes that enhance or impede innovativeness we conducted a literature review. Following this review, 10 propositions have been made that link HRM to both incremental and radical innovativeness respectively. Our results include suggestions for empirical studies to validate our propositions as well as some managerial implications.
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| 5. |
- Altmann, Peter, 1985
(author)
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Toward a cyclical model of resource alteration
- 2017
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Doctoral thesis (other academic/artistic)abstract
- Strategy work is principally about resource alteration. As managers attempt to alter their organizational resources, they need to ask two questions: “What are our resources?” and “How can we use these resources?” Managers will probably have little difficulty answering these questions in the case of tangible resources, e.g., tools, money, and facilities. However, in the case of intangible resources e.g., intellectual property, brands, and goodwill, these questions become more difficult to answer. And in the case of abstract resources, e.g., attention, creativity, and culture, the answers become even more elusive. The mainstream advice to managers is that they should accurately assess their organizational resource base and unambiguously understand how these resources link to performance before they attempt to alter resources. This dissertation investigates how resource assessments actually take place in practice, how resource understandings shape resource alteration choices, and how resource alteration, in turn, shapes how managers understand their organizational resources. Three fine-grained studies highlight the contentious aspects of resource alteration. The studies show how managers try to find advantageous uses of resources they do not yet possess in order to solve problems that they often do not fully understand. The studies show also how managers, depending on their hierarchical and functional area memberships, come up with different answers to what resources they have and how these resources can be used. Not more or less accurate, just different. A theoretical model is proposed that depicts resource alteration as a perpetual cycle. By combining cognitive theory and practice theory, the model attempts to capture how activity configurations shape both practical and conceptual resource understandings and how these resource understandings predispose actors to certain resource alteration choices. The model also proposes that the resulting feedback on these resource alteration proposals, in turn, alter activity configurations. On the basis of the dissertation’s findings and the theoretical model, managers are advised to consider three dimensions of resources—asset characteristics, coordinated activities, and enacted rules—when they attempt to answer resource related questions.
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| 6. |
- Altmann, Peter, 1985
(author)
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When shared frames become contested: Environmental dynamism and capability (re)configuration as a trigger of organizational framing contests
- 2016
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In: Uncertainty and Strategic Decision Making. - 1786351692 ; , s. 33-56
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Book chapter (other academic/artistic)abstract
- This study investigates the role of functional area-specific managerial schemas on the attempt of strategic renewal at a large medical devices developer and manufacturer during a period of high environmental dynamism. Using data from a 16-month field study on managerial work related to the strategy process, I examine how functional area managers attempted to (re)configure organizational capabilities in response to various environmental challenges. While I did not find any disagreement between functional area managers related to what those challenges were, I did find fundamental disagreements related to what capabilities the organization can muster as a response. More specifically, disagreements surfaced in relation to how these capabilities should be assembled, and ultimately acted as triggers for the contestation of existing shared frames between functional area managers. These findings add to a growing body of evidence suggesting that there exist large differences between how managers within an organization interpret what the organization is capable of, and more specifically link these differences to the organization’s ability to adapt to environmental changes by showing how they impact the assembly of new capabilities deemed necessary for a successful response.
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| 7. |
- Engberg, Robert, 1978-, et al.
(author)
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Regulation and technology innovation: A comparison of stated and formal regulatory barriers throughout the technology innovation process
- 2015
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In: Journal of Technology Management and Innovation. - Talca : Universidad de Talca. - 0718-2724. ; 10:3, s. 85-91
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Journal article (peer-reviewed)abstract
- Regulation is often mentioned as a barrier to technology innovation in various industries. Delayed market entry, stifled creativity, added activities and resource requirements are some frequently mentioned barriers. The study presented here explored various claims of regulation acting as a barrier to technology innovation. The findings suggest that formal statutory requirements only partly explain why regulation is perceived as a technology innovation barrier. Findings further indicate several discrepancies between stated and formal regulatory barriers and suggest that the majority of the stated barriers emerge within the organization during operationalization and the technology innovation process.
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| 8. |
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