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  • 1.
    Gama, Fábio
    et al.
    Department of Business Administration, Technology and Social Sciences, Luleå University of Technology, Luleå, Sweden & Department of Business Administration, Santa Catarina State University, Florianópolis, Brazil.
    Frishammar, Johan
    Department of Business Administration, Technology and Social Sciences, Luleå University of Technology, Luleå, Sweden.
    Parida, Vinit
    Department of Business Administration, Technology and Social Sciences, Luleå University of Technology, Luleå, Sweden & Department of Management, University of Vaasa, Vaasa, Finland.
    Idea generation and open innovation in SMEs: When does market‐based collaboration pay off most?2019Ingår i: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 28, nr 1, s. 113-123Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Small‐ and medium‐sized enterprises (SMEs) largely depend on proficient idea generation activities to improve their front‐end innovation performance, yet the liabilities of newness and smallness often hamper SMEs' ability to benefit from systematic idea generation. To compensate for these liabilities, many SMEs adopt an open innovation approach by collaborating with market‐based partners such as customers and suppliers. This study investigates the relationship between SMEs' systematic idea generation and front‐end performance and investigates the moderating role of market‐based partnership for SMEs. Drawing on a survey of 146 Swedish manufacturing SMEs, this study provides two key contributions. First, the systematic idea generation and front‐end performance relationship in SMEs is non‐linear. Accordingly, higher levels of front-end performance are achieved when idea generation activities are highly systematic. Second, the returns from higher levels of systematic idea generation are positively moderated by market‐based partnerships. Thus, external cooperation with customers and suppliers pays off most toward front‐end performance when SMEs have highly systematic idea generation processes. These results indicate a contingency perspective on the role of external partnerships. They also have implications for research into the front‐end of innovation and open innovation in the context of SMEs. © 2018 John Wiley & Sons Ltd

  • 2.
    Gama, Fábio
    et al.
    Luleå University of Technology, Luleå, Sweden.
    Frishammar, Johan
    Luleå University of Technology, Luleå, Sweden.
    Parida, Vinit
    Luleå University of Technology, Luleå, Sweden.
    Idea Generation in SMEs: when does market-based partnership pay off most?2016Konferensbidrag (Refereegranskat)
    Abstract [en]

    Small- and medium-sized enterprises (SMEs) strongly depend on idea generation to improve the front-end of innovation performance, yet internal resource and capability limitations may hamper successful idea generation in SMEs. Therefore, many SMEs may choose to collaborate with market-based partners such as customers and suppliers to compensate for lack of internal resources. We ask when and under which circumstances does such collaboration provides’ highest benefit towards front-end innovation performance? By drawing on a survey of 142 Swedish manufacturing SMEs, this paper provides two key findings. First, systematic idea generation and front-end performance relationships is non-linear, such that disproportionally higher levels of performance are achieved when idea generation is highly systematic. Second, the pay-off from high level of idea generation is largely influenced by presence of market-based partners. Thus, our findings show that external collaboration in idea generation does not pay off unless SMEs have internal systematic processes for idea generation in place before external input is sought. This implies a contingency perspective on external collaboration and provides implications for research into the front-end of innovation and open innovation, in addition to novel managerial implications about how to better involve partners in idea generation and selection.

  • 3.
    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.

  • 4.
    Johansson, Jeaneth
    et al.
    Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL). Entrepreneurship & Innovation, Luleå University of Technology, Luleå, Sweden.
    Malmström, Malin
    Entrepreneurship & Innovation, Luleå University of Technology, Luleå, Sweden.
    Wincent, Joakim
    Entrepreneurship, Management and Organisation, Hanken School of Business, Helsinki, Finland & Entrepreneurship & Innovation, St. Gallen University, St. Gallen, Switzerland.
    Parida, Vinit
    Entrepreneurship & Innovation, Luleå University of Technology, Luleå, Sweden & School of Management, University of Vaasa, Vaasa, Finland.
    How individual cognitions overshadow regulations and group norms: a study of government venture capital decisions2019Ingår i: Small Business Economics, ISSN 0921-898X, E-ISSN 1573-0913Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    This paper explores how government venture capitalists approve or reject financing applications. Based on longitudinal observations, complemented by interviews, documentation, and secondary data, the findings show the limited influence of the regulative and normative logics (e.g., formal guidelines and accepted behavior) on government venture capitalists’ decisions. Instead, individual decisions are observed to be largely overshadowed by cognitions and heuristics, which dominate formal regulations and socially constructed group-level norms. Although official decision communications state that regulations have been followed, the evidence suggests that the cognitive logic dominates the funding decision-making process through a set of overshadowing forces that restrict the influence of the normative and regulative logics on funding decisions. This research has implications for venture financing and highlights the importance of cognitions in shaping venture capital decisions. © 2019 Springer Nature Switzerland AG. Part of Springer Nature.

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