The digitalization of the newspaper industry represents a significant challenge for incumbent companies to engage new technologies. Many companies in the industry have had to seek new markets through digital technologies to survive. This paper explores how one of the largest Swedish newspapers, Aftonbladet, has strategically embraced new media and new markets. We report a decade of engaged scholarship based on interviews and archival analysis that covers 20 years of strategic acts at the company. We consider this effort as a case of organizational ambidexterity under digitalization. The analysis seeks to extend theoretical understanding of the interrelationships between strategic intent and technological choice. The paper contributes to the understanding of ambidexterity under digitalization by theoretically framing it in terms of strategic acts. The research suggests that digitalization implies a more complex ambidexterity interrelationship between old and new markets and technologies. As digitalization enables the loosening of previously tight couplings, the clear theoretical distinction between old and new, and critically, the unproblematic transition, is brought into question. The paper suggests replacing the notion of an orderly shift from the old to the new with ambidexterity under digitalization as a duality of both old and new undergoing continual reconfiguration. © 2018 Elsevier Ltd

The two-sided market of newspapers with its two customer groups, readers and advertisers, is changing due to digitalization. This former stable and profitable market has lately suffered from both decreasing subscription and advertiser revenue. In this paper we use the term ubiquitous media environments to represent the vision of future media environments enabling device independent mass-scale distribution of ubiquitous media services in integrated infrastructures. We build upon a two-year action research project where researchers worked together with the Swedish newspaper industry to envision future ubiquitous media services and explore the following research question: how can ubiquitous media services be designed to leverage and balance value in a two-sided market? Five examples of ubiquitous media services were developed in collaboration and thereafter evaluated. These services were then illustrated in movie clips to trigger discussions on how ubiquitous media services can be designed. Drawing on the value aspects of ubiquitous media services from an advertiser and reader point-of-view and the platform owner role of the newspapers in a future ubiquitous media environments, we describe and discuss how ubiquitous media services can be designed to leverage value for advertisers and readers, and how newspaper organizations can strategize ubiquitous media environments. © 2016 Universidad de Talca - Chile

This paper aims to contribute to the participatory tradition in health informatics by presenting a model for reflective participatory design emerging from qualitative fieldwork in a participatory project aimed to improve the health and wellbeing of older people in the northern periphery regions of Europe, through new mobile services. The model brings together two established processes in novel ways: systems development and user participation. Within each process three concepts are presented to facilitate discussion and reflection at the concept level, the process level and the integrated process level.

Intensified and matured use of internet-based technologies aimed to facilitate development and innovation are increasingly characterized by a mixture of physical and digital locations; commonly referred to as places and spaces. The aim of this paper was therefore to identify different types of places and spaces central for the innovation milieus and processes of Living Lab projects, illustrate their impact on both process and results, and develop guidelines for space that can be designed in order to facilitate value-driven and democratized innovation. Based on a literature review and a cross case analyses different aspects of space, relevant for Innovation and Living Lab studies, have been identified: 1) local-global; 2) physical and digital, and 3) private-public. In the paper we focus on these concepts as tools for understanding present day innovation and we examples of how digital technology has influenced placement and permeability in relation to place and space.

In this article, we propose the concepts of places and spaces as conceptual tools to facilitate the organization of innovation activities within living labs. We have taken a pragmatic perspective on these concepts regarding how they are integrated in design situations, and how different types of places and spaces can facilitate or hinder innovation. We have found that, by applying openness, realism, and influence in the different spaces of our living lab milieus, they have transformed into many different places depending on the stakeholders involved, the methods chosen, and the facilitation of activities. Hence, by understanding this line of reasoning, living lab managers can make more informed decisions and plans for innovation activities.

Due to the increasing urbanization around the world, cities are growing at fast pace and following that, many cities face problems that includes both hard and soft issues. This can for instance be transportation, energy suppliance, social inclusion and quality of life for its citizens. As a way to contribute to solving these problems the smart city concept has emerged. This concept is focusing on capitalizing on ICT landscape in a strategic way. To achieve a smart city it is important to start with understanding the people and their needs, which can be supported by a Living Lab. These Living Lab involve a multitude of stakeholders in their innovation processes and thus, it becomes important to understand the power dependencies, claims and roles these stakeholders have. Thus, the aim of this paper is to explores the stakeholders that are involved in smart city innovation processes supported by Living Lab

This paper presents a user driven approach to creating user generated content services together with newspaper representatives and researchers in a Living Lab setting. Two cases are discussed, one with creating city district blogs and one with creating a site for un-employed youth. In each case both situated and distributed design activities were conducted, and the paper discusses the challenges with this approach. As the newspaper industry traditionally designs their services in-house from their own ideas and thereafter tests them with their readers, a user driven approach by readers was very challenging. However, the newspaper representatives also found it rewarding to embrace their ideas. The participating readers were very active in the situated activities but only a few continued the same activity online. The paper concludes by proposing a model for how to view the changing role of a researcher or facilitator in these types of setting. © 2013 Springer-Verlag Berlin Heidelberg.

In this paper, we identify challenges of involving different stakeholders in distributed co-creative open innovation processes and discuss how these challenges can be handled. In the LoCoMedia project, researchers, newspaper representatives and readers/users have co-created innovative user generated content (UGC) services. With a Living Lab approach with the user in focus in a real life setting, we have experimented with different ways of involving different stakeholders in nine experimental UGC projects. The study concludes that careful recruitment, face to face meetings as a compliment to online activities, heterogeneous participant groups, feedback and careful selection of a flexible online platform is important aspects for involving different stakeholders in co-creating innovative processes. © 2012 IEEE.

The newspaper industry has certainly benefitted from technological innovations but at the same time received new competition, challenging their position in the media landscape, forcing them to explore new innovative ideas to find new profitable revenue streams. Based on 77 interviews with newspaper managers from Europe, US and Japan over a period of seven years (2007-2013), this paper addresses the research question: How are newspaper organizations managing digital innovation? This paper takes a theoretical perspective from literature on digital innovation, and use concepts of open and closed innovation to propose a model of management modes in digital innovation. The practical implications of this study will contribute to the ongoing debate within the challenged newspaper industry.