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  • 1.
    Altmann, Peter
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Engberg, Robert
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Managing Human Resources and Technology Innovation: The Impact of Process and Outcome Uncertainties2015In: International Journal of Innovation Science, ISSN 1757-2223, E-ISSN 1757-2231, Vol. 7, no 2, p. 91-106Article in journal (Refereed)
    Abstract [en]

    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.

  • 2.
    Iddris, Faisal
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Measurement of innovation capability in supply chain: an exploratory study2016In: International Journal of Innovation Science, ISSN 1757-2223, E-ISSN 1757-2231, Vol. 8, no 4, p. 331-349Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper is to explore the development of innovation capability construct measures in the context of supply chain and to objectively identify the key dimensions for stimulating focal firms' innovativeness.

    Design/methodology/approach -The scale items for this research were obtained from extant literature. The data were collected from homogenous sample of 117 Ghanaian middle level managers (respondents). Exploratory factor analysis was used to identify the main dimensions of innovation capability. Based on the statistical analysis, four dimensions were obtained - idea management, idea implementation, collaboration and learning -And the convergent validity, discriminant validity, nomological validity and reliability tests indicate that the scales are valid and reliable.

    Findings:Four dimensions (factors) of innovation capability were identified from the exploratory factor analysis. These dimensions were labelled as idea management, idea implementation, collaboration and learning. The results indicate that the integration of the dimensions of innovation capability may stimulate a focal firm's innovativeness.

    Research limitations/implications: First, the measurement scale might not capture all the important dimensions of innovation capability. Second, the judgmental sampling used in this study means that the result cannot be generalised to the entire supply chain population, third, the sample was drawn from one geographical location using non-probability sampling technique.

    Practical implications: The measures provide supply chain managers with a better approach of understanding the innovation capability in their supply chain. For instance, the measurement of supply chain's innovation capability should help supply chain managers to determine the important innovation areas that need attention most and to permit them to respond to challenges posed by any kind of innovation capability dimension that needs to be enhanced.

    Originality/value -The unique contribution of this paper is the development innovation capability measurement scale in the context of supply chain.

    © Emerald Group Publishing Limited.

  • 3.
    Lysek, Michal
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Disguising Diversification for Innovation2019In: International Journal of Innovation Science, ISSN 1757-2223, E-ISSN 1757-2231, Vol. 11, no 1, p. 119-138Article in journal (Refereed)
    Abstract [en]

    Purpose: Axis, HMS and Sectra are three Swedish companies whose managers argue that you should never be radical on two fronts: creating new products for new markets at the same time. This paper aims to show however that while Axis’ managers claim not to be radical on two fronts, they still perform horizontal diversification, but they do so by disguising it as product development. Just like certain animals disguise themselves for protection, Axis’ managers disguise diversification as a defense mechanism, to protect themselves. In so doing, they have learned to manage the dynamics of innovation, by shifting between periods of focus and diversification. Design/methodology/approach: This study was based on an inductive research approach influenced by grounded theory. In total, 32 interviews were performed with top and middle-line managers from three Swedish companies: Axis, Sectra and HMS. A total of 91 A4 transcript pages, 66 A4 e-mail pages, 52 annual reports (from 1999 to 2017) and 256 company presentations and newspaper articles (from 1988 to 2015) were collected and analyzed. Open and selective coding yielded 105 sub-categories, which were grouped into four main categories and presented as detailed descriptions. The results were based on the interpretation of those descriptions and related to disguise as a defense mechanism in psychology. Findings: Innovation is a difficult process often met with hostility. Axis’ managers however have found a way to go beyond their existing business domain, while still protecting themselves from internal and external opposing forces that would go against such a risky strategy. To do so, they first expand their existing business domain. Then they perform horizontal diversification and disguise it as product development, as a defense mechanism to protect their desire to create innovation from managers who would oppose their risky strategy. In so doing, they convince other stakeholders that innovation through diversification is the best strategy for their company. Research limitations/implications: This study was only performed at three Swedish technological companies. For future research, other Swedish companies could be included, and not only technological companies either, to explore whether diversification is considered a strategy that needs to be disguised in other businesses as well, and how managers from those businesses deal with internal and external forces. Practical implications: Managers from Axis, Sectra and HMS are fully aware that innovation as well as diversification is difficult. Ideas that seem interesting and full of potential for some people may seem too risky and dangerous for others. To protect diversification as a strategy for innovation, Axis’ managers have found a way to disguise diversification, and make it seem less dangerous. In so doing, they are able to diversify and create innovation. A strategy for disguising diversification therefore has practical managerial implications of how managers can deal with internal and external forces that would go against such a strategy. Originality/value: This study connects defense mechanisms in psychology with innovations strategy and innovation management and solves a practical dilemma that managers often struggle with: how to create innovation despite barriers that exists and oppose such a strategy. Managers will most likely always face different barriers to innovation, and perhaps solving them is not possible. This study shows how Axis’ managers have found a way to go around this problem, when solving it is not possible. This strategy thus shows originality and value for both theory and practice related to innovations strategy and innovation management. © 2019, Emerald Publishing Limited.

  • 4.
    Rundquist, Jonas
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Emmitt, Stephen
    Loughborough University, School of Civil and Building Engineering, UK.
    Halila, Fawzi
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Hjort, Bengt
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Sustainability, Innovation and Management in Building (SIMB).
    Larsson, Bengt
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Sustainability, Innovation and Management in Building (SIMB).
    Construction Innovation: Addressing the Project–Product Gap in the Swedish Construction Sector2013In: International Journal of Innovation Science, ISSN 1757-2223, E-ISSN 1757-2231, Vol. 5, no 1, p. 1-9Article in journal (Refereed)
    Abstract [en]

    The construction sector is often accused of being inefficient, conservative and noninnovative, although some commentators have suggested that the construction sector is not backward, it is merely different to other industries. One of these differences is the uniqueness of construction projects, which are determined by the characteristics of the site, interaction of project participants (also partly site specific) and the relationship between contractors and building product producers (which changes from one project to another). These factors are known to colour construction innovation. Previous research into the Swedish construction sector has identified a significant gap between the building product producers who are 'product focused' and the contractors who are 'project focused', with concerns expressed about effectiveness of communication between two. The findings of previous research imply, both implicitly and explicitly, that this gap may be hindering innovation within the construction sector. This appears to have implications for those concerned with construction, the building users and society as a whole. In this paper the authors provide an extensive review of the literature and research findings from which a number of unique insights are offered. The reasons for the gap between producers and contractors are discussed and a number of innovative measures are proposed that may help to bridge the gap, and hence improve innovation systems. The paper concludes with some practical findings for producers and contractors as well as some thoughts on where future research should be targeted.

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