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Florén, H., Frishammar, J., Parida, V. & Wincent, J. (2018). Critical success factors in early new product development: a review and a conceptual model. The International Entrepreneurship and Management Journal, 14(2), 411-427
Open this publication in new window or tab >>Critical success factors in early new product development: a review and a conceptual model
2018 (English)In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 14, no 2, p. 411-427Article in journal (Refereed) Published
Abstract [en]

The literature on the front end in the New Product Development (NPD) literature is fragmented with respect to the identification and analysis of the factors that are critical to successful product development. The article has a two-fold purpose. First, it describes, analyses, and synthesizes those factors through a literature review of the research on the front end in NPD. Second, it conceptualizes a framework that features two types of success factors: foundational success factors (common to all the firm’s projects) and project-specific success factors (appropriate for the firm’s individual projects). The article makes recommendations for the management of this important phase of product development, discusses limitations of relevant previous research, and offers suggestions for future research. The article makes a theoretical contribution with its analysis and synthesis of the reasons for success in front-end activities and a practical contribution with its conceptual framework that can be used as an analytical tool by firms and their product managers. © 2017 The Author(s)

Place, publisher, year, edition, pages
New York: Springer-Verlag New York, 2018
Keywords
Conceptual framework, Front end, Innovation, Literature review, NPD, Product development
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-36503 (URN)10.1007/s11365-017-0458-3 (DOI)000433040600011 ()2-s2.0-85021834228 (Scopus ID)
Available from: 2018-03-26 Created: 2018-03-26 Last updated: 2018-06-29Bibliographically approved
Florén, H., Frishammar, J., Löf, A. & Ericsson, M. (2018). Raw Materials Management in Iron and Steelmaking Firms. Mineral Economics
Open this publication in new window or tab >>Raw Materials Management in Iron and Steelmaking Firms
2018 (English)In: Mineral Economics, ISSN 2191-2203, E-ISSN 2191-2211Article in journal (Refereed) Epub ahead of print
Abstract [en]

This paper adds new knowledge on how raw materials should be managed in iron and steelmaking firms. While previous research has contributed significantly to how firms should deal with functional challenges related to raw materials, the understanding of Raw Materials Management from a holistic perspective is largely lacking, and extant research does not provide qualified advice to firms on this matter. This study provides such knowledge by drawing on insights from Höganäs AB, a world leader in ferrous powder metallurgy, and their efforts to identify key aspects and principles of raw materials management. Our elaboration of a more holistic view on raw materials management builds on two elements. First, we depict five external uncertainties and three internal conditions that impact firm-level raw materials management. Second, we present six critical capabilities that underpin proficient firm-level raw materials management. The paper concludes with a discussion of implications for both firms aiming to increase their raw materials proficiency and to future investigations into this important area. © The Author(s) 2018

Place, publisher, year, edition, pages
Heidelberg: Springer, 2018
Keywords
Raw materials management, Resources management, Strategic management, Process industries
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hh:diva-38554 (URN)10.1007/s13563-018-0158-7 (DOI)
Projects
Affärsmodellsutveckling och råmaterialstrategier i processindustri
Funder
Knowledge Foundation, KKS Dnr. 20110289
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2018-12-17Bibliographically approved
Florén, H., Rundquist, J. & Fischer, S. (2016). Entrepreneurial orientation and human resource management: effects from HRM practices. Journal of Organizational Effectiveness, 3(2), 164-180
Open this publication in new window or tab >>Entrepreneurial orientation and human resource management: effects from HRM practices
2016 (English)In: Journal of Organizational Effectiveness, ISSN 2051-6614, E-ISSN 2051-6622, Vol. 3, no 2, p. 164-180Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to explore the relationship between HRM practices and entrepreneurial orientation (EO) in large established firms. More specifically, the purpose is to add to the understanding of the influence of HRM practices on EO.

Design/methodology/approach

An e-mail survey was distributed to a sample of Swedish and German manufacturing firms in high-tech and medium high-tech manufacturing industries, and firms in knowledge-intensive services sectors, with more than 250 employees. In total, 810 surveys were distributed, with a response rate of 12.7 per cent. Findings - The results show that an emphasis on entrepreneurial aspects leads to an increased EO only in the case of training and development. A conclusion therefore is that it seems difficult to recruit personnel or to use appraisal and rewards as to create EO on a firm level.

Practical implications

The study indicates that firms aiming to increase their EO should make sure to emphasize entrepreneurial aspects during staff training and development activities. Originality/value - This empirical study paves the way towards a better understanding of the link between HRM practices and EO. The results should be of interest for both HR professionals and researchers interested in understanding this important relationship.

Place, publisher, year, edition, pages
Bingley: Emerald Group Publishing Limited, 2016
Keywords
Entrepreneurial orientation, HRM practices
National Category
Business Administration Work Sciences Economic Geography
Identifiers
urn:nbn:se:hh:diva-35657 (URN)10.1108/JOEPP-03-2016-0029 (DOI)000399105800004 ()
Available from: 2017-12-01 Created: 2017-12-01 Last updated: 2017-12-01Bibliographically approved
Florén, H. & Agostini, A. (2015). The Business Model Innovation Map: A Framework for Analyzing Business Model Innovation. In: Leon Pretorius & George Alex Thopil (Ed.), IAMOT 2015: 24th International Association For Management Of Technology Conference Proceedings: Technology, Innovation and Management for Sustainable Growth. Paper presented at 24th IAMOT Conference, Cape Town, South Africa, 8-11 June, 2015 (pp. 2192-2207). Hatfield: University of Pretoria & Media Chef CC
Open this publication in new window or tab >>The Business Model Innovation Map: A Framework for Analyzing Business Model Innovation
2015 (English)In: IAMOT 2015: 24th International Association For Management Of Technology Conference Proceedings: Technology, Innovation and Management for Sustainable Growth / [ed] Leon Pretorius & George Alex Thopil, Hatfield: University of Pretoria & Media Chef CC , 2015, p. 2192-2207Conference paper, Published paper (Refereed)
Abstract [en]

Business model innovation has received substantial attention by both practitioners and researchers during the last fifteen years. While many companies have good processes and a shared sense of how to innovate technology, they are less capable when it comes to how they should innovate business models. This lack of practical skills is mirrored by the shortage of scholarly understanding, in which business model innovation as a phenomenon is poorly explained in comparison to e.g. product or process innovations.

Although previous research has contributed greatly to the advancements of business model innovation, our conceptual understanding of business model innovation is still rather confused. Behind this study, lies two related assumptions; (i) not all business model innovations are the same, and, (ii) different types of business model innovation will challenge firms in different ways. To this background, the purpose of this study is to develop a framework that will allow for a conceptual differentiation between different types of business model innovation.

The paper draws on previous studies in the field of technology and innovation management and develops a framework – “The Business Model Innovation Map” – that distinguishes between different types of business model innovation according to their degree of novelty. The framework is illustrated by several real-life examples of business model innovation.

The paper adds to our understanding of innovation management as it allows for a better understanding of business model innovation as a distinct type of innovation. More specifically, it helps differentiating transformative business model innovations from mere incremental ones, and, as such, it presents a novel approach to categorize different types of business model innovation. The framework can serve as a basis for future in-depth empirical investigations of different types of business model innovation that can help firms to better understand how to manage such innovations. Copyright © 2015 by Halmstad University and Einsights Pte. Ltd.

Place, publisher, year, edition, pages
Hatfield: University of Pretoria & Media Chef CC, 2015
Keywords
Business Model Innovation, conceptual framework, Transilience Map
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hh:diva-29304 (URN)2-s2.0-84959271090 (Scopus ID)978-1-77592-111-0 (ISBN)
Conference
24th IAMOT Conference, Cape Town, South Africa, 8-11 June, 2015
Projects
RåSt-projektet (KK)
Funder
Knowledge Foundation
Note

Paper number: P305

Available from: 2015-08-27 Created: 2015-08-27 Last updated: 2018-01-19Bibliographically approved
Rögnvaldsson, T., Brink, J., Florén, H., Gaspes, V., Holmgren, N., Lutz, M., . . . Sandberg, M. (2014). ARC13 – Assessment of Research and Coproduction: Reports from the assessment of all research at Halmstad University 2013. Halmstad: Halmstad University Press
Open this publication in new window or tab >>ARC13 – Assessment of Research and Coproduction: Reports from the assessment of all research at Halmstad University 2013
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2014 (English)Report (Other (popular science, discussion, etc.))
Abstract [en]

During 2013, an evaluation of all the research conducted at Halmstad University was carried out. The purpose was to assess the quality of the research, coproduction, and collaboration in research, as well as the impact of the research. The evaluation was dubbed the Assessment of Research and Coproduction 2013, or ARC13. (Extract from Executive Summary)

Place, publisher, year, edition, pages
Halmstad: Halmstad University Press, 2014. p. 110
Keywords
Halmstad University, research evaluation, coproduction
National Category
Other Social Sciences not elsewhere specified
Identifiers
urn:nbn:se:hh:diva-24789 (URN)978-91-87045-06-6 (ISBN)978-91-87045-05-9 (ISBN)
Funder
Knowledge Foundation
Available from: 2014-03-10 Created: 2014-03-05 Last updated: 2019-01-24Bibliographically approved
Florén, H., Rundquist, J., Schuler, R. S., Bondarouk, T. & Ruël, H. (2014). HRM and innovation: themes, contingencies and directions for future research. European Journal of International Management, 8(5), 570-577
Open this publication in new window or tab >>HRM and innovation: themes, contingencies and directions for future research
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2014 (English)In: European Journal of International Management, ISSN 1751-6757, E-ISSN 1751-6765, Vol. 8, no 5, p. 570-577Article in journal (Refereed) Published
Abstract [en]

The purposes of this special issue were to connect Human Resource Management (HRM) research and innovation research and to contribute towards a better understanding of how HRM can be deployed to support organisations in their innovation efforts. In this commentary, we review the results from the five articles in this special issue in general and offer suggestions for future research from these five contributions. We do this by pinpointing a number of themes, contingencies, measurement challenges and ideas on working with other research areas that might be useful in future research on the relationship between HRM and innovation.

Place, publisher, year, edition, pages
Olney: InderScience Publishers, 2014
Keywords
HR practices, HRM, Human resource management, Innovation, Innovativeness
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-25068 (URN)10.1504/EJIM.2014.064605 (DOI)000345434100007 ()2-s2.0-84906857049 (Scopus ID)
Projects
Ökad innovativitet genom strategisk HRM
Funder
Knowledge Foundation, 20100255
Available from: 2014-04-15 Created: 2014-04-15 Last updated: 2017-11-21Bibliographically approved
Ruël, H., Bondarouk, T., Florén, H. & Rundquist, J. (2014). Human resource management and firm innovativeness in a European context: advancing our understanding of the relationship (Introduction to the thematic issue). European Journal of International Management, 8(5), 465-471
Open this publication in new window or tab >>Human resource management and firm innovativeness in a European context: advancing our understanding of the relationship (Introduction to the thematic issue)
2014 (English)In: European Journal of International Management, ISSN 1751-6757, E-ISSN 1751-6765, Vol. 8, no 5, p. 465-471Article in journal (Refereed) Published
Abstract [en]

This paper introduces the papers included in the thematic issue on Human Resource Management (HRM) and firm innovativeness in a European context. Furthermore it presents the results of a literature review on human resource management and firm innovativeness. The literature shows that the positive relationship between HRM and firm innovativeness has been confirmed. However, the explanation for how this relationship works is not equivocal/unified. Empirical studies have investigated the role of strategic HRM, specific HRM systems and HRM practices. For strategic HRM, the empirical support is still limited, while for HRM systems considerable work confirms the positive influence of commitment-based HRM. For HRM practices, in particular training, working in teams, and internal labour flexibility, including job rotation, the literature provides empirical evidence and indications that they are positively related to firm innovativeness. Copyright © 2014 Inderscience Enterprises Ltd.

Place, publisher, year, edition, pages
Olney: InderScience Publishers, 2014
Keywords
human resource management, firm innovativeness, innovation, Europe
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-25069 (URN)10.1504/EJIM.2014.064599 (DOI)000345434100001 ()2-s2.0-84906851633 (Scopus ID)
Projects
Ökad innovativitet genom strategisk HRM
Funder
Knowledge Foundation, 20100255
Available from: 2014-04-15 Created: 2014-04-15 Last updated: 2017-12-05Bibliographically approved
Florén, H., Gabrielsson, J. & Lee, C. (2014). Survival Through Business Model Innovation: A Longitudinal Case Study from the Process Industries. In: : . Paper presented at 14th Annual Conference of the European Academy of Management EURAM 2014, Valencia, Spain, June 4-7, 2014.
Open this publication in new window or tab >>Survival Through Business Model Innovation: A Longitudinal Case Study from the Process Industries
2014 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

It is widely acknowledged that the design and quality of the business model is a main building block in what constitute a successful company. In this paper, we approach the critical question of how firms can successfully renew their business models over time. The aim is to identify the main sequences of events that precede business model innovation and which trigger evolutionary changes in how a firm develops and capture value. Theoretically, we approach business model innovation as an evolutionary phenomenon by emphasizing the dynamic and path dependent aspects of strategic change processes. Empirically, we employ a historical case study where we make an in-depth analysis of a firm in the process industry that has managed to innovate its business model several times since its inception. In all, the study identifies five main sequences of events related to customer value proposition, strategic investments, corporate identity, corporate structure, and value networks.

Keywords
business model innovation, process industries, case study, sequence analysis, metal powder
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hh:diva-27108 (URN)
Conference
14th Annual Conference of the European Academy of Management EURAM 2014, Valencia, Spain, June 4-7, 2014
Projects
RåSt-projektet
Funder
Knowledge Foundation, 20110289
Available from: 2014-11-25 Created: 2014-11-25 Last updated: 2018-03-22Bibliographically approved
Florén, H., Frishammar, J., Lee, C., Ericsson, M. & Gustafsson, S. (2013). A framework for raw materials management in process industries. In: : . Paper presented at R&D Management Conference, Manchester, England, June 26-28 2013.
Open this publication in new window or tab >>A framework for raw materials management in process industries
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2013 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Firms in the process industries manipulate materials properties to produce upgraded raw materials for applications and products upstream in a supply chain. About 25% of the most research intensive firms in the world belong to the process industries, so proper management of raw materials is a key concern for many firms. This article explores the concept of “raw materials management”. By studying the current world leader in powder metallurgy, the Höganäs Corporation, the article describes the external and internal factors impacting how raw materials are managed, and how raw material issues affect different aspects of firm performance. Managerial implications are presented elaborating three key-areas that firms should deal with when developing a strategic approach to raw materials management.

National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-24039 (URN)
Conference
R&D Management Conference, Manchester, England, June 26-28 2013
Funder
Knowledge Foundation
Available from: 2013-12-02 Created: 2013-12-02 Last updated: 2018-03-22Bibliographically approved
Rundquist, J., Florén, H. & Fischer, S. (2013). Entrepreneurial orientation and Human Resource Management: Effects from HRM practices. In: : . Paper presented at 28th Workshop on Strategic Human Resource Management, Copenhagen Business School, Copenhagen, Denmark, 15-16 April, 2013. Copenhagen, Denmark
Open this publication in new window or tab >>Entrepreneurial orientation and Human Resource Management: Effects from HRM practices
2013 (English)Conference paper, Published paper (Refereed)
Abstract [en]

From previous research it can be concluded that entrepreneurial orientation, as it for instanceinvolves organizational learning shaped by creativity, individual commitment and teamwork, can beinfluenced by human resource management practices. This paper aims to further explore the relationship between HRM practices andentrepreneurial orientation in large established firms. More specifically, our purpose is to add indepthknowledge of the influence of HRM practices on entrepreneurial orientation. Usinga a survey, data from a sample of Swedish and German manufacturing firms in high‐ and medium high‐techmanufacturing industries, and firms in knowledge‐intensive services sectors was analyzed. The results suggest that it is only in the case of training & development including entrepreneurial aspects actually lead to increased entrepreneurial orientation.

Place, publisher, year, edition, pages
Copenhagen, Denmark: , 2013
Keywords
HRM, human resource management, entrepreneurial orientation
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-23969 (URN)
Conference
28th Workshop on Strategic Human Resource Management, Copenhagen Business School, Copenhagen, Denmark, 15-16 April, 2013
Projects
Ökad innovativitet med stöd av strategisk human resource management - Strategic human resource management for increased entrepreneurship and innovation performance
Funder
Knowledge Foundation
Available from: 2013-11-13 Created: 2013-11-13 Last updated: 2017-04-11Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-6476-2547

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