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  • 1.
    Gama, Fábio
    et al.
    Luleå University of Technology, Luleå, Sweden.
    Parida, David
    Luleå University of Technology, Luleå, Sweden.
    Sjödin, David
    Luleå University of Technology, Luleå, Sweden.
    Frishammar, Johan
    Luleå University of Technology, Luleå, Sweden.
    Wincent, Joakim
    Luleå University of Technology, Luleå, Sweden.
    Untangling capabilities for managing the front end of innovationIngår i: Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    This article investigates the vital and often underemphasized front end of innovation. It aims to explore how firms utilize organizational capabilities to manage multiple sources of fuzziness (uncertainty, equivocality, and complexity). In so doing, we use the capability- and knowledge-based view to examine the use of firms’ capabilities to navigate the front end process from vague ideas towards corroborated product definition. In our qualitative case of seven manufacturing firms, we explore practices, methods, and routines for managing the front end. We explain that new product ideas can be classified according to different degrees of fuzziness, which implies that not all product ideas can or should be treated in the same way. In fact, certain capabilities are more important for managing the development of ideas at low (i.e. process management and idea refinement) and high (problem formulation and problem solution) levels of fuzziness. Ultimately, we suggest a theoretical framework that elucidates how firms use two distinct paths (i.e. tolerance-based or reduction-based) to transform early new product ideas into corroborated product definitions. In doing so, our results guide project members in matching the magnitude of knowledge problems with organizational capabilities and thereby increase front-end performance.

  • 2.
    Gama, Fábio
    et al.
    Entrepreneurship and Innovation, Luleå University of Technology, Luleå, Sweden.
    Sjödin, David
    Entrepreneurship and Innovation, Luleå University of Technology, Luleå, Sweden.
    Frishammar, Johan
    Entrepreneurship and Innovation, Luleå University of Technology, Luleå, Sweden.
    Managing interorganizational technology development: Project management practices for market‐ and science‐based partnerships2017Ingår i: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 26, nr 2, s. 115-127Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Firms are increasingly relying on collaborating with external partners to drive technology development. Many firms struggle with managing the inherently uncertain and ambiguous technology development process, especially with external actors involved, because they may not have or share the same project management practices concerning coordination and control activities. To address this gap, this study examines appropriate project management practices for market-based and science‐based partnerships in three large technology‐intensive firms. Our results suggest that interorganizational technology development is problematic because firms lack sufficient partner understanding and struggle with aligning their project management practices with those of their partners. To address these problems, we identify project management practices of coordination and control to fit the contingencies of each type of partner collaboration. Our results provide implications for theory and managerial practices related to managing interorganizational technology development. © 2017 John Wiley & Sons Ltd

  • 3.
    Gama, Fábio
    et al.
    Luleå University of Technology, Luleå, Sweden.
    Sjödin, David
    Luleå University of Technology, Luleå, Sweden.
    Frishammar, Johan
    Luleå University of Technology, Luleå, Sweden.
    Managing Open Technology Development: Adapting Stage-Gate Processes to Partner Types2015Konferensbidrag (Refereegranskat)
    Abstract [en]

    Firms are increasingly reliant on collaborating with external partners to drive their technology development efforts in light of increasing pace of development and global competition. However, many firms struggle with managing the inherently uncertain and ambiguous process of technology development with external actors because these may not share the same technological understandings, processes and goals. Accordingly, we argue that further research is required to better understand the management of joint projects with different types of partners within technology development. To fill this gap this study examines the adaptation of traditional stage-gate processes for technology development projects with science-based and market-based partners in three large technologies oriented firms. Our results shows that open technology development projects are often problematic because firms lack partner understanding and have difficulty aligning their development processes with external partners. To address these problems we found that our firms adapted their processes by implementing externally oriented stages, gates and roles to suit the contingencies of collaboration with science-based and market-based partners respectively. Our results provide implications for theory and management practice concerning the management of open innovation and stage-gate processes.

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