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  • 1.
    Florén, Henrik
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Frishammar, Johan
    Luleå University of Technology, Luleå, Sweden.
    Parida, Vinit
    Luleå University of Technology, Luleå, Sweden.
    Wincent, Joakim
    Luleå University of Technology, Luleå, Sweden & Hanken School of Economics, Helsinki, Finland.
    Critical success factors in early new product development: a review and a conceptual model2018In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 14, no 2, p. 411-427Article in journal (Refereed)
    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)

  • 2.
    Gama, Fábio
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL). Department of Business Administration, Santa Catarina State University, Florianópolis, Brazil & Department of Entrepreneurship and Innovation, Luleå University of Technology, Luleå, Sweden.
    Managing collaborative ideation: The role of formal and informal appropriability mechanisms2018In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 15, no 1, p. 97-118Article in journal (Refereed)
    Abstract [en]

    Collaborative ideation is a key practice for innovation. Implementing suitable appropriability mechanisms during this collaborative ideation is a necessary yet difficult task. This difficulty owes to a high level of uncertainty and low level of codification because partners work on loosely defined concepts that may change during the collaboration. Firms can employ several appropriability mechanisms to protect their knowledge. Examples include patents, copyright, legal agreements, document management, lead time, secrecy and complexity. However, the best time to apply each mechanism remains unclear, and few empirical studies have explored this issue. This study is based on exploratory case studies of three manufacturing firms. The goal is to identify which appropriability mechanisms are pertinent at each phase of collaborative ideation and how they influence the effectiveness of protection. The results of the analysis lead to the development of a model describing the managerial practices that influence the effectiveness of protection. The results also lead to a set of research propositions to define when each appropriability mechanism is most likely to be used. Overall, this research contributes to the discussion of how to integrate formal and informal appropriability mechanisms for safe collaborative ideation. © 2018, The Author(s).

  • 3.
    Huse, Morten
    et al.
    Norwegian School of Management, BI, Oslo, Norway & Bocconi University, Milan, Italy.
    Neubaum, Donald O.
    Oregon State University, College of Business, Corvallis, OR, USA.
    Gabrielsson, Jonas
    CIRCLE, Lund University, Lund, Sweden.
    Corporate Innovation and Competitive Environment2005In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 1, no 3, p. 313-333Article in journal (Refereed)
    Abstract [en]

    Empirical studies have shown that the characteristics of the competitive environment influence the corporate innovation activities of U.S. firms. This study attempts to internationalize these studies in two ways. First, it examines the environment-corporate innovation relationship in Norwegian manufacturing firms. Second, it examines how the firms’ corporate innovation activities are influenced by their international activities. Results indicate that environment and internationalization are positively related to corporate innovation, but models developed using U.S. firms may not be generalizable to firms from other countries.

  • 4.
    Laurell, Hélène
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Achtenhagen, Leona
    International Business School, Jönköping University, Jönköping, Sweden.
    Andersson, Svante
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for International Marketing and Entrepreneurship Research (CIMER).
    The changing role of network ties and critical capabilities in an international new venture’s early development2017In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 13, no 1, p. 113-140Article in journal (Refereed)
    Abstract [en]

    The importance of networks for firm internationalization has been pointed out for several decades. Especially for small and new firms, networks have been found to be an important tool to gain access to resources and to overcome liabilities of newness, smallness and foreignness. Yet, there is a lack of understanding regarding which types of capabilities are developed through networking and how and when networks are used. The aim of this article is to explore how and when different networking activities develop critical capabilities during different phases of an international new venture’s early development. The article is based on a longitudinal, in-depth case study of a Swedish international new venture from the medical-technology industry. We find that the development process is greatly affected by how the individual key actors leverage their network ties to develop critical capabilities – they use existing network ties and different indirect ties during the pre-founding, start-up and establishment of production phases. During the commercialization and sales growth phases, however, many new network ties are developed. The heterogeneity of the individual actors’ backgrounds plays an important role during the different developmental phases. We conclude by advancing a number of propositions in relation to how critical capabilities are developed through networking during different developmental phases. © 2016, Springer Science+Business Media New York.

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