| 1. |
- Berggren, Christian, 1950-
(författare)
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Global dreams - local teams : rhetoric and realitites of transnational innovation
- 2004
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Ingår i: International Journal of Innovation Management. - 1363-9196 .- 1757-5877. ; 8:No. 2, s. 115-145
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Tidskriftsartikel (refereegranskat)abstract
- This article challenges of transnational innovation and global project teams as imperatives for modern management of innovation. Proceeding from an account of the localised dynamics of a radical technology innovation project in the early 1970s, the article reviews the strategy theorists of the 1990s, who proclaimed the virtues of cross-border innovation processes. Their expectations of international synergies and world-wide learning are confronted with the realities and local harvesting in a transatlantic innovation project at a European multinational. An account follows of a radical innovation project at the firm, which was the scene of the introductory study. Now, 25 years later this industrial technology company had become part of a far-flung multinational, which according to popular management theorists was the model of international innovation. The case account highlights the surprising similarities between the two projects, and the sustained importance of intensive local interaction oand commitment in uncertain innovation projects.
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| 2. |
- Chronéer, Diana
(författare)
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Have process industries shifted their centre of gravity during the 90s?
- 2003
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Ingår i: International Journal of Innovation Management. - 1363-9196 .- 1757-5877. ; 7:1, s. 95-129
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Tidskriftsartikel (refereegranskat)abstract
- Product development is often seen as a main tool for competitiveness in organizations. In process industries, like steel and paper, process and product development are seen as an integrated part. Product development has often been the result of a process development. Heavy investments and costly production give process a priority role in product development. The role of customers and suppliers in development work has increased for process-based companies. This change will have implication on how to organize and manage development in the traditional upstream companies. Therefore, this article presents results that show some of the implications of the changed situation for Swedish process-based companies. The article also emphasizes that there are indications of a shift of traditional upstream companies' centre of gravity due to the changed perspective in development work, towards customer focus.
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| 3. |
- Lager, Thomas
(författare)
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A new conceptual model for the development of process technology in process industry : a point of departure for the transformation of the “process development process” into a formal work process?
- 2000
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Ingår i: International Journal of Innovation Management. - 1363-9196 .- 1757-5877. ; 4:3, s. 319-338
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Tidskriftsartikel (refereegranskat)abstract
- In an exploratory survey to R&D managers in different sectors of European Process Industry, the importance and present use of a formal work process for process development has been studied. A new conceptual three-phase model for the "process development process", including the identification of production needs, process development and transfer of results to production, was also tested. The results show that only 44% of the companies in the study presently use a formal work process for process development, but the need for such a process is considered to be high. Good support was given for the new conceptual model as a starting point for further development of a company-specific "process development process".
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| 4. |
- Lager, Thomas
(författare)
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Product and process development intensity in process industry : a conceptual and empirical analysis of the allocation of company resources for the development of process technology
- 2002
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Ingår i: International Journal of Innovation Management. - 1363-9196 .- 1757-5877. ; 6:2, s. 105-130
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Tidskriftsartikel (refereegranskat)abstract
- In Process Industry, process development traditionally takes a large part of the company's total development efforts, but has nevertheless not received much attention in academic studies. As a part of a larger research project concerning process development in Process Industry, the allocation of company resources to R&D, and to process development in particular, has been investigated in an exploratory survey to R&D managers in European Process Industry (Mining & Mineral Industry, Food & Beverage Industry, Pulp & Paper Industry, Chemical Industry, Basic Metal Industry, and Other Process Industry). The results show that of the total resources for R&D, 40% was allocated to process development, and over 60% of the companies expected this figure to increase in the future. This figure not only shows the future importance of process development, but also indicates that the importance of product development in this group of companies is at present still rated higher than process development. The results from the study do not fit the most widely used theoretical models, and it is concluded that there is a need for better models with more explanatory power. The new concepts of product and process development intensity are introduced. The product and process development intensities can be looked upon as aggregated measures of individual development efforts by a company, and it is thus argued that they are of overall company strategic importance
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| 5. |
- Magnusson, Thomas, 1970-, et al.
(författare)
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Architectural or modular innovation? Managing discontinuous product development in response to challenging environmental performance targets
- 2003
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Ingår i: International Journal of Innovation Management. - London : Imperial collage press. - 1363-9196 .- 1757-5877. ; 7:1, s. 1-26
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Tidskriftsartikel (refereegranskat)abstract
- By adopting challenging targets on environmental performance, pro-active industrial firms may push themselves towards discontinuous product innovation. Such innovation can be understood as being either architectural, i.e. arranging components in new ways, or modular, i.e. introducing new technologies in specific components or subsystems. We argue that these two dimensions of discontinuous change call for some specific managerial responses. Architectural innovation challenges the whole engineering organisation, making it necessary to focus development efforts on technological interfaces, whereas modular innovation has a more isolated effect, making specialisation and co-ordination over organisational boundaries particularly important. Altogether, our analysis highlights the importance of adapting the project organisation to the development task and addressing part-whole relationships when managing innovation in established products and systems, something that becomes increasingly important in the strive towards sustainable development.
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| 6. |
- Saemundsson, Rögnvaldur J., 1968
(författare)
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Technical Knowledge Seeking in a Young and Growing Technology-Based Firm: Incentives and Direction
- 2004
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Ingår i: International Journal of Innovation Management. - 1363-9196. ; 8:4, s. 399-429
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of the paper is to investigate technical knowledge-seeking activities in young and growing technology-based firms. Changes in technical knowledge-seeking activities were traced using a single illustrative case study of a young and growing technology-based firm. The results of the study show how strong commitment to the business concept of the emerging firm affected the direction of technical knowledge-seeking in a way that increases the vulnerability of the firm. New employees who were not as familiar with or committed to the original business concept brought with them different incentives for knowledge-seeking, which lead to search in new directions. These knowledge-seeking activities were important for the renewal of the firm's knowledge base. It is therefore suggested that differences in individual incentives may affect the direction of technical knowledge-seeking activities, and correspondingly, that multiple incentives are an important source of diversity in technical knowledge creation.
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