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  • 1.
    Altmann, Peter
    et al.
    Chalmers University of Technology, Göteborg, Sweden.
    Engberg, Robert
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL). Getinge Sterilization AB, Getinge, Sweden.
    Frugal Innovation and Knowledge Transferability: Innovation for Emerging Markets Using Home-Based R&D2016In: Research technology management, ISSN 0895-6308, E-ISSN 1930-0166, Vol. 59, no 1, p. 48-55Article in journal (Refereed)
    Abstract [en]

    Western firms are generally advised to rely on emerging market partners when attempting to develop frugal innovations for these developing markets. Underlying such advice is the idea that the requirements of emerging market consumers may not be familiar to Western firms and local developers will better understand local needs. We propose an alternative approach for high-tech firms—one that relies on home-based breakthrough R&D focused on emerging market needs. Three frugal innovation projects at a Swedish medical devices manufacturer serve to illustrate both how home-based breakthrough R&D can help managers reconceptualize their core products and the contextual factors favoring such an approach. © 2016, Industrial Research Institute.

  • 2.
    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.

  • 3.
    Altmann, Peter
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Rundquist, Jonas
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Florén, Henrik
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Sustained innovativeness and human resource management2011In: Research on Technology, Innovation and Marketing Management 2009-2011: Introducing the Research Area of Innovation Science / [ed] Sven-Åke Hörte, Halmstad: Högskolan i Halmstad , 2011, p. 21-35Chapter in book (Other academic)
    Abstract [en]

    Innovation is paramount to success. Over time firms must maintain their ability to innovate in order to maintain their competitive edge. In this paper we explore the role human resource management has in nurturing and enhancing the innovative capability of the firm. To explore HRM activities, functions and processes that enhance or impede innovativeness we conducted a literature review. Following this review, 10 propositions have been made that link HRM to both incremental and radical innovativeness respectively. Our results include suggestions for empirical studies to validate our propositions as well as some managerial implications.

  • 4.
    Engberg, Robert
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Altmann, Peter
    Chalmers University of Technology, Gothenburg, Sweden.
    Regulation and Technology Innovation: A comparison of Stated and Formal Regulatory Barriers throughout the Technology Innovation Process2015In: Journal of Technology Management & Innovation, ISSN 0718-2724, E-ISSN 0718-2724, Vol. 10, no 3, p. 85-91Article in journal (Refereed)
    Abstract [en]

    Regulation is often mentioned as a barrier to technology innovation in various industries. Delayed market entry, stifled creativity, added activities and resource requirements are some frequently mentioned barriers. The study presented here explored various claims of regulation acting as a barrier to technology innovation. The findings suggest that formal statutory requirements only partly explain why regulation is perceived as a technology innovation barrier. Findings further indicate several discrepancies between stated and formal regulatory barriers and suggest that the majority of the stated barriers emerge within the organization during operationalization and the technology innovation process. © Journal of Technology Management & Innovation, 2015.

  • 5. Rundquist, Jonas
    et al.
    Altmann, Peter
    Florén, Henrik
    Sustained innovativeness in growing firms using Human Resource Management2011Conference paper (Other academic)
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