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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?2019Inngår i: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 28, nr 1, s. 113-123Artikkel i tidsskrift (Fagfellevurdert)
    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.
    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 partnerships2017Inngår i: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 26, nr 2, s. 115-127Artikkel i tidsskrift (Fagfellevurdert)
    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.
    Holmquist, Mats
    Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL).
    Managing Project Transformation in a Complex Context2007Inngår i: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 16, nr 1, s. 46-52Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Complex projects are often undertaken in uncertain situations in which project participants who adopt a rational-oriented strategy tend to face difficulties in adapting and adjusting to changes that occur during the project. In this context a process-oriented strategy, although difficult to manage, can be a better way to handle project transformation. Collective learning then becomes crucial. This article describes some lessons learned when a project manager and team applied a process-oriented strategy in a complex project. Data has been collected through interactive research and evaluation with different methods including surveys, observations and interviews. The analysis shows that it is possible to organize for learning and to manage transformation in a complex context. Important factors for success are a process-oriented strategy, a creative climate, formative evaluation and systematic reflections. A major issue that is discussed in the article is the transfer of outcomes from the project to the participating organizations.

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