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Re-envisioning Innovation: From Vision to Strategy to Plan and Back Again
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI). HMS Industrial Networks AB, Halmstad, Sweden.ORCID iD: 0000-0002-5892-7955
HMS Industrial Networks AB, Halmstad, Sweden.
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).ORCID iD: 0000-0003-2111-5977
2019 (English)In: International Journal of Action Research, ISSN 1861-1303, E-ISSN 1861-9916, Vol. 15, no 1, p. 5-24Article in journal (Refereed) Published
Abstract [en]

HMS is a Swedish company and a global market leader in the industrial communication industry. Initially, HMS was managed with a vision of a connected industry. Gradually, that vision was complemented with strategies on how to reach that vision. In line with the company’s growth and acquisitions, these strategies started to substitute their vision and they began to be supplemented with much more detailed plans. As the company’s offer expanded, these detailed plans began to take over as the company’s primary instrument of guidance. In other words, HMS went through three phases: From a “Market Establishment” phase (with a vision as their primary guideline), to a “Market Development” phase (with strategies as their primary guideline), and finally to a “Market Maturity” phase (with detailed plans their primary guideline). In so doing, their vision became less challenging/ motivating for HMS’ employees. An action research approach was used, influenced by grounded theory. The results showed that people have different mindsets throughout these phases, and going back is challenging because while HMS’ employees need a vision, visions come without detailed plans and will not work unless they are supplemented by inspirational communication and passionate innovation champions who can push forward without any detailed plans. © 2019, Verlag Barbara Budrich. All rights reserved.

Abstract [es]

HMS es una empresa sueca, líder del mercado global en la industria de la comunicación industrial. Inicialmente, HMS se gestionó con la visión de una industria conectada. Gradualmente, esta visión se complementó con estrategias sobre cómo alcanzar esa visión. En línea con el crecimiento y las adquisiciones de la empresa, estas estrategias empezaron a sustituir esa visión y comenzaron a complementarse con planes mucho más detallados. A medida que se amplió la oferta de la compañía, estos planes detallados comenzaron a convertirse en el principal instrumento de orientación de la compañía. En otras palabras, HMS pasó por tres fases: desde una fase de “Establecimiento de Mercado” (con una visión como su directriz primaria), a una fase de “Desarrollo de Mercado” (con estrategias como su directriz primaria), y finalmente a una fase de “Madurez de Mercado” (con planos detallados como su directriz primaria). Al hacerlo, su visión se volvió menos desafiante/motivadora para los empleados de HMS. Se utilizó un enfoque de investigación-acción influenciado por la teoría fundamentada. Los resultados mostraron que las personas tuvieron una mentalidad diferente a lo largo de estas fases y el regreso es un desafío, porque mientras los empleados de HMS necesitan una visión, las visiones vienen sin planes detallados y no funcionarán a menos que se complementen con comunicaciones inspiradoras y apasionados campeones de la innovación que puedan empujar hacia adelante sin planes detallados.

Place, publisher, year, edition, pages
Leverkusen: Verlag Barbara Budrich, 2019. Vol. 15, no 1, p. 5-24
Keywords [en]
Employee needs, innovation champions, plans, strategies, visions
Keywords [es]
Necesidades de los empleados, campeones de innovación, planes, estrategias, visiones
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hh:diva-40379DOI: 10.3224/ijar.v15i1.02Scopus ID: 2-s2.0-85069654295OAI: oai:DiVA.org:hh-40379DiVA, id: diva2:1341712
Available from: 2019-08-09 Created: 2019-08-09 Last updated: 2019-08-12Bibliographically approved
In thesis
1. Embedded Innovation: Exploring the Dynamics of Innovation
Open this publication in new window or tab >>Embedded Innovation: Exploring the Dynamics of Innovation
2019 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

For this dissertation I aimed to explore HMS Networks AB and how HMS managed to transform their potential ideas into innovations. My purpose was also to develop knowledge and understanding of the dynamics between exploration of new ideas and exploitation of old solutions, which can support HMS in developing future innovations. My research orientation thus led me to perform a longitudinal study to learn about HMS' past, present, and future, from the perspective of key actors, their performed activities, and how they were affected by different events in their process of creating innovation. My approach enabled me to learn how HMS managed to create their two Anybus® innovations in the past and what they did to become a market leader in the industrial communication industry. I also used a metaphorical perspective to understand how HMS created their two innovations in the past and what HMS could do to create more innovations in the future. I used an inductive and qualitative research approach substantially influenced by grounded theory to collect empirical data that were periodically and chronologically sorted and categorized for the study of key actors and how their activities and different events changed over time. I conceptualized the collected empirical data to discover latent social and psychological processes and behavioral aspects of people in their process of creating innovation. And through my analysis I constructed two main concepts - "embedded innovation" and the "dynamics of innovation" - to capture how companies co-exist in symbiosis and create a higher value together compared to what they can do on their own, to how companies survive long-term.

Embedded innovation mainly captures how companies, as organisms, struggle for survival within their (often turbulent) environment, and how they embed themselves with other organisms within their environment. Embedded innovation also focuses on capturing the needs of the different organisms within the environment, such as customer needs, employee needs, supplier and partner needs, as well as the need of the focal organization itself. Embedded innovation therefore considers the process of creating "innovation ecosystems" and performing "business model innovation" as instrumental techniques for embedding the different organisms in the environment with each other, which also makes the concept of "embeddedness" a central aspect for embedded innovation. The dynamics of innovation captures the difficulty of innovation over time and that the ever-changing environment expects its organisms (its companies and their employees) to balance the different dualities of organizational life, especially the two phases of diversification (the process of exploration) and focus (the process of exploitation). Consequently, learning how to balance between these two processes is of key importance for the organism's survival and for innovation.

The study of HMS was also complemented with a study of two other companies, namely Axis Communication AB and Sectra AB, in order to gain more knowledge on the dynamics of innovation from their perspective. A strategy for diversifying close to the knitting was also proposed, since the dynamics of innovation relies on this strategy, which offers a new perspective for managers on how to balance between exploration and exploitation. This dissertation therefore intertwines embedded innovation with the dynamics of innovation, by focusing on balancing between exploring new possibilities and exploiting old certainties for the creation of innovation.

Place, publisher, year, edition, pages
Halmstad: Halmstad University Press, 2019. p. 342
Series
Halmstad University Dissertations ; 59
Keywords
Embedded innovation, dynamics of innovation, diversification, exploration and exploitation
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-40386 (URN)978-91-88749-26-0 (ISBN)978-91-88749-27-7 (ISBN)
Public defence
2019-09-06, O104, Linjegatan 12, 10:00 (English)
Opponent
Supervisors
Available from: 2019-08-12 Created: 2019-08-12 Last updated: 2019-09-11Bibliographically approved

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Lysek, MichalDanilovic, Mike

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