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| 6. |
- Björk, Jennie, et al.
(author)
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Creating Better Innovation Measurement Practices
- 2017
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In: Mit Sloan Management Review. - : Sloan Management Review Association. - 1532-9194. ; 59:1, s. 45-53
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Journal article (peer-reviewed)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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| 12. |
- Brattström, Anna, et al.
(author)
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Can innovation be measured? A framework of how measurement of innovation engages attention in firms
- 2018
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In: Journal of Engineering and Technology Management. - : Elsevier BV. - 0923-4748 .- 1879-1719. ; 48, s. 64-75
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Journal article (peer-reviewed)abstract
- Many firms manage the innovation process by using metrics. Yet, whether measurement supports or hinders innovation continues to be a topic of debate. To shed new light on this debate, this paper presents a conceptual framework of how measurement engages attention in firms. We draw on attention based theory and conceptualize innovation measurement as an attention-focusing device. We identify two ideal types of measurement practices. i) Directional Measurement: which is based on few and unidirectional metrics and encourages exploitative innovation efforts. ii) Conversational Measurement: which is based on multiple and ambiguous metrics and encourages exploration. We extend theory building in the technology and accounting literatures by theo- rizing the role of metrics and measurement for attention and by discussing the implications of such attentional engagement for innovation performance. In so doing, we engage closely with the managerial task of managing innovation while simplifying its conditions, thereby providing ac- tionable advice.
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| 13. |
- Brattström, Anna, et al.
(author)
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Creativity, trust and systematic processes in product development
- 2012
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In: Research Policy. - : Elsevier BV. - 0048-7333. ; 41:4, s. 743-755
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Journal article (peer-reviewed)abstract
- This paper addresses the challenge of striking a balance between, on one hand, mitigating uncertainty through the existence of systematic processes and structures and, on the other, stimulating creativity through allowable variation in work processes and structures. Both objectives are fundamental aspects of product development work. Our main finding is that both objectives can be achieved simultaneously. We introduce trust as a mediating variable. We show first, that being systematic in the processes for obtaining information and applying explicit organizational rules and structures in product development work creates an atmosphere of trust in the organization. Second, we show that trust increases creativity. The paper contributes to an understanding of how and why trust is important in product development organizations and of how trust can be actively managed. Above all, the paper contributes to the understanding of how uncertainty and creativity should be managed in organizations conducting product development.
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| 15. |
- Brattström, Anna, et al.
(author)
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Good cop-bad cop : Trust, control, and the lure of integration
- 2014
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In: Journal of Product Innovation Management. - : Wiley: 24 months. - 1540-5885 .- 0737-6782. ; 31:3, s. 584-598
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Journal article (peer-reviewed)abstract
- Based on a longitudinal case study of four interorganizational product development collaborations, this paper identifies a lure to cross-functional integration that has hereto been neglected. In particular, findings suggest that when the buyer firm separates the Research and Development (R&D) Department from the Procurement Department, the two departments play a good cop-bad cop strategy toward the supplier. Thereby, they are able to foster a high level of goodwill trust between R&D personnel of the collaborating firms, while procurement personnel maintain a high level of formal control. Using an intricate sample design with polar cases, the study shows that cross-functional integration of the two departments hampers interorganizational goodwill trust at the benefit of formal control. The findings offer a way forward for managers seeking to reap the benefits of collaboration, while limiting their exposure to the associated risks. © 2013 Product DevelopmentXX1Management Association.
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| 17. |
- Brattström, Anna, et al.
(author)
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Similar, yet different: a comparative analysis of the role of trust in radical and incremental product innovation
- 2015
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In: International Journal of Innovation Management. - : World Scientific Publishing. - 1363-9196. ; 19:4
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Journal article (peer-reviewed)abstract
- Trust within teams is a central performance driver in product innovation. In this paper, we examine the antecedents to and performance implications of trust in firms engaged in radical innovation compared to those working towards incremental innovations. Our findings suggest that systematic processes and structures are significantly linked to trust in firms conducting radical innovation, but not so in firms conducting incremental innovation. Our findings also indicate that trust is significantly linked to business performance in radical innovation firms, although we do not find that the link between trust and performance is stronger for radical innovation firms, compared to incremental innovation firms. A central contribution of our study is therefore a better understanding of how trust operates differently in radical innovation firms, compared to incremental innovation firms. Our findings are of interest to research on radical innovation management, as well as to researchers studying the role of trust in a context of product innovation.
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| 18. |
- Brattström, Anna, et al.
(author)
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Similar, yet different : a comparative analysis of the role of trust in radical and incremental product innovation
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Other publication (other academic/artistic)abstract
- Trust within teams is a central performance driver in product innovation. In this paper, we examine the antecedents to and performance implications of trust in firms engaged in radical innovation compared to those working towards incremental innovations. Our findings suggest that systematic processes and structures are significantly linked to trust in firms conducting radical innovation, but not so in firms conducting incremental innovation. Our findings also indicate that trust is significantly linked to business performance in radical innovation firms, although we do not find that the link between trust and performance is stronger for radical innovation firms, compared to incremental innovation firms. A central contribution of our study is therefore a better understanding of how trust operates differently in radical innovation firms, compared to incremental innovation firms. Our findings are of interest to research on radical innovation management, as well as to researchers studying the role of trust in a context of product innovation.
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| 22. |
- Frishammar, Johan, et al.
(author)
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Managing process development : key issues and dimensions in the front end
- 2013
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In: R &D Management. - : Wiley. - 0033-6807 .- 1467-9310. ; 43:3, s. 213-226
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Journal article (peer-reviewed)abstract
- Beyond the traditional focus on product innovation, prior research and practical examples from a variety of industrial settings underscore the importance of the early phases of process development and process innovation. Despite the potential for large cost savings and efficiency gains, however, little is known about what firms actually do in the early design and concept creation phases of process development, and what guides their subsequent formal process development efforts. By means of a longitudinal multiple case study of four large companies, we bridge this gap by conceptualizing a ‘process definition’. This process definition includes a process concept and is the ‘process equivalent’ of a product definition. Our analysis shows that firms create such process definitions through iterative trial-and-error processes, in which experiments, environmental scanning, and administrative planning constitute key methods for uncertainty reduction. Mainstream theory on product definitions fails to account for the key dimensions of a process definition. On the contrary, dimensions such as the understanding of production needs, assessment of product consequences, a thorough implementation plan and early anticipation of intended outcomes, constitute key dimensions of a successful process definition. These findings are particularly relevant to process development managers, plant managers, and others interested in process development and management of production processes.
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| 23. |
- Frishammar, Johan, et al.
(author)
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Opportunities and challenges in the new innovation landscape : Implications for innovation auditing and innovation management
- 2019
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In: European Management Journal. - : Elsevier BV. - 0263-2373 .- 1873-5681. ; 37:2, s. 151-164
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Journal article (peer-reviewed)abstract
- Innovation auditing is a well-established practice used by managers to identify strengths and weaknesses in innovation. Existing audit frameworks fall short, however, because they neglect three major trends that currently transform the innovation landscape. These trends are as follows: 1) a shift from closed to more open models of innovation ("openness"), 2) a shift from providing physical products to industrial product services ("servitization"), and 3) a shift from an analog to a highly digitalized world ("digitalization"). This article identifies new innovation practices, opportunities, and challenges that arise for manufacturing firms along these trends. The article proposes a revised innovation audit framework, which acknowledges these trends and supports innovation management in increasingly dynamic and competitive environments. (C) 2018 Elsevier Ltd. All rights reserved.
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| 33. |
- Richtnér, Anders
(author)
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Balancing knowledge creation : examining organizational slack and knowledge creation in product development
- 2004
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Doctoral thesis (other academic/artistic)abstract
- Over the last few years there has been a downturn in business. As a response, many companies have initiated various downsizing activities – often on a short-term financial basis – in order to improve the competitive position of the company. Yet, at the same time, innovation is often cited as the key to long-term success by the very same companies. The central problem examined in this book is whether downsizing and innovation are compatible. The problem was studied during a two year exploratory case research in six cases – selected from a well-defined reference population consisting of 37 companies – facing the exact challenge of simultaneously downsizing and trying to sustain its high level of innovation. The simple answer found in the study is yes. Companies can simultaneously downsize and still maintain a high level of innovation, but it is difficult and challenging and it depends on the company’s ability to handle the knowledge creation process. So what is needed? Create an understanding in the company, at all levels, that balancing knowledge creation – the ability to share and transfer knowledge – is one of the most important tasks in order to remain innovative over time. This is done by building a commitment to knowledge creation. This commitment is achieved through making knowledge creation a visible and central element of the strategic intent, and organizing the company so that ideas can be generated and generalized. Examples of activities include: At an organizational level there is a need to create boundary spanning activities to facilitate knowledge creation between various part of the organization, but also to other organizations. At a top management level shared visions and values need to be created; exemplified in words and action. Important is that the top management not get involved into micro-management. Avoid cutting-down on initial activities – where visualization and brainstorming are in focus – in projects aiming for innovation, as these activities are the foundations the rest of the project. This book is useful for those who are faced with the challenge of finding a balance between short-term activities, often focusing on downsizing, and the more long-term activity of being innovative.
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| 34. |
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| 35. |
- Richtnér, Anders, et al.
(author)
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Creating Better Innovation Measurement Practices
- 2017
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In: MIT Sloan Management Review. - : SLOAN MANAGEMENT REVIEW ASSOC, MIT SLOAN SCHOOL MANAGEMENT. - 1532-9194 .- 1532-8937. ; 59:1, s. 45-53
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Journal article (peer-reviewed)abstract
- For most companies, innovation is a top managerial priority. Business executives look at successful innovators such as Apple and Google with envy, wishing their companies could be half as innovative. To boost and benchmark innovation, managers often use quantitative performance indicators, but they struggle with identifying the right metric. Yet, our research suggests that the key managerial challenge is not identifying metrics — there is no shortage of measures to choose from. Nor should the goal be to find the perfect metric, since that quest is often futile. Rather, the crux of effective innovation measurement is to understand the problem that measurement should solve for the organization and, based on that insight, to design and implement a useful and usable innovation measurement framework appropriate to the organization’s needs. The aim of this article is to help managers ask the right questions about how to measure innovation and translate their insights into effective innovation measurement practices. We have developed a practical, step-by-step framework that helps managers identify whether their current innovation measurement practices need to change and, if so, how to go about measuring innovation more effectively.
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| 36. |
- Richtnér, Anders, et al.
(author)
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Dispositional and Contextual Antecedents of Individual-level Absorptive Capacity
- 2015
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In: Academy of Management Proceedings. - : Academy of Management. - 0065-0668.
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Conference paper (peer-reviewed)abstract
- An overwhelming majority of past research has conceptually and empirically treated Absorptive Capacity (AC) at the organizational level of analysis. This exclusive focus on organizational level is problematic given the central role of individuals in developing AC. Adopting micro-foundations perspective, this paper probes into individual-level dispositional antecedents (i.e., "who you are") as well as contextual elements (i.e., "where you are") facilitating motivation for effective implementation of practices and routines that could build up AC. Based on Goal Orientation Theory and Componential Theory of Creativity, we develop and test our hypotheses using a novel dataset collected from individual engineers working at a high-tech manufacturing company. Our results are largely in line with our theoretical predictions.
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| 37. |
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| 38. |
- Richtnér, Anders, et al.
(author)
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Innovation projects need resilience
- 2008
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In: International Journal of Technology Intelligence and Planning. - : Inderscience. - 1740-2832 .- 1740-2840. ; 4:3, s. 257-275
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Journal article (peer-reviewed)abstract
- In this paper we examine what enables (or hinders) innovation project to create innovation whilst being part in a system of innovation. By using complexity theory and the notion of resilience, we show that the complexity in innovation projects stems from being knowledge intensive, having multiple stakeholders involved, and that time lags occur during the project. To handle these constant challenges, there is a need of supporting resources that enable projects to be resilient, i.e., able to respond constructively without "cracking under the pressure". Our conclusion is that key, and external, actors should strive to create an environment that enables resilience.
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| 39. |
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| 40. |
- Richtnér, Anders, et al.
(author)
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Interacting with Customers for Knowledge Creation
- 2014
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In: Kindai Management Review. - : Kinki University. - 2186-6961. ; 2:1, s. 69-79
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Journal article (other academic/artistic)abstract
- Our concern is with how interaction with customers affects knowledge creation in product development projects. Customers have a crucial role in stimulating innovation, but previous research has not identified what effects the interaction has on knowledge creation nor at what point in time interaction with customers should be sought. Through case research in high velocity industries we identify the effect customer interaction has on knowledge creation processes inside new product development projects and therefore ultimately innovation. In particular we highlight the effects the interaction has on tacit and explicit knowledge, and the need to acknowledge the difference between the two.
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| 43. |
- Richtnér, Anders, et al.
(author)
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Organizational interfaces for knowledge integration in product development collaborations
- 2017
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In: Creativity and Innovation Management. - : Wiley: 24 months. - 1467-8691 .- 0963-1690. ; 26:4, s. 418-429
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Journal article (peer-reviewed)abstract
- Through an inductive case study over three years of two product development collaborations, we identified how four organizational interfaces play out over time and how they are related to each other. This study therefore contributes to our understanding of how organizational interfaces evolve and their mutual dependencies in shaping conditions for knowledge integration. Our study extends previous work on organizational interfaces that have either focused on interfaces within the organization or focused on one or two organizational interfaces and their link to knowledge integration without considering the enabling conditions. Our longitudinal approach helps to understand how organizational interfaces play out over time and how they interact and influence each other. Our research helps managers to ask the right questions about how they can design preconditions for knowledge integration in product development collaborations. © 2017 John WileyXX1Sons Ltd
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| 44. |
- Richtnér, Anders, et al.
(author)
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Organizational Slack and Knowledge Creation in Product Development Projects: The Role of Project Deliverables
- 2010
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In: Creativity and Innovation Management. - : Wiley. - 1467-8691 .- 0963-1690. ; 19:4, s. 428-437
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Journal article (peer-reviewed)abstract
- Our concern is with how changes in organizational slack affect knowledge creation in product development projects. We operationalize a change in organizational slack as changed possibilities to depart from project deliverables in NPD projects. Through case research in high velocity industries we identify the effect a change in organizational slack has on knowledge creation processes inside product development projects. In particular we highlight the effects on tacit and explicit knowledge. More specifically we find that reduced slack creates a focus on explicit knowledge rather than tacit knowledge, which may reduce the ability to create knowledge creation and ultimately to innovate.
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| 45. |
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| 46. |
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| 47. |
- Richtnér, Anders, et al.
(author)
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Reaping the benefits: Mechanisms for knowledge transfer in product development collaboration
- 2015
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In: International Journal of Innovation Management. - : World Scientific Publishing. - 1363-9196. ; 19:2
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Journal article (peer-reviewed)abstract
- Research on knowledge transfer has predominantly focused on how to transfer source knowledge successfully to a recipient. However, there is a lack of studies on product development (PD) collaborations where the parties involved in the knowledge transfer must all jointly contribute to the knowledge transfer process when no clear sender-receiver relationship exists. Our paper concerns these relationships and is guided by the following research question: What are the mechanisms used in order to create operational level conditions for knowledge transfer in collaborative PD projects? Through a three-year longitudinal inductive case study on knowledge transfer between two companies, covering both operational and managerial levels, five key mechanisms for enabling knowledge transfer were identified: (1) co-locate a team; (2) access to existing technology; (3) establish a common vocabulary; (4) shared work processes; and (5) having joint work tasks. Our results show these five mechanisms have a mutual influence on each other, thus further facilitating the transfer of knowledge. Understanding the mechanisms and their interplay can help companies succeed in their attempts at reaping the benefits of PD collaborations.
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| 48. |
- Richtnér, Anders, et al.
(author)
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Service outsourcing and its effects on knowledge
- 2013
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Other publication (other academic/artistic)abstract
- The purpose of the paper is to identify changes in different types of knowledge in a service outsourcing relationship as knowledge is transferred from the client to the provider, which correspond to the research question that guides the paper: ‘What are the effects on knowledge types when parts of service production are outsourced to a third party and knowledge is transferred?’. To answer this question we explored changes in both tacit and explicit knowledge taking place in several service outsourcing relationships.
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