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Arekrans, J., Nilsson, S. & Ritzén, S. (2023). Management Controls in a Circular Economy Transition. In: 30 Years of Research in Innovation and Product Development Management: Discovering together the next 30. Paper presented at 30th Innovation and Product Development Management Conference (IPDMC), Lecco, Italy, 7-9 June, 2023.
Open this publication in new window or tab >>Management Controls in a Circular Economy Transition
2023 (English)In: 30 Years of Research in Innovation and Product Development Management: Discovering together the next 30, 2023Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Management control systems offers powerful ways of guiding employee behavior and implementing organizational strategy. Given the new business logic and the extensive and complex challenges that industrial firms face in light of a circular economy transition, this paper is oriented around two questions. First, the compatibility between traditional management control systems and circular economy. Second, how management control systems can support the radical transformation of firms that circular economy entails. By scrutinizing extant research on MCS, six propositions are developed and grounded in empirical illustrations. These propositions hold relevant implications for practitioners, and several promising avenues for future research are highlighted.

Keywords
Circular Economy, Innovation, Management Control Systems, Strategy
National Category
Economics and Business
Research subject
Business Studies; Business Studies
Identifiers
urn:nbn:se:kth:diva-339747 (URN)
Conference
30th Innovation and Product Development Management Conference (IPDMC), Lecco, Italy, 7-9 June, 2023
Funder
Vinnova, 2021-03230
Note

QC 20231117

Available from: 2023-11-17 Created: 2023-11-17 Last updated: 2023-11-17Bibliographically approved
Nilsson, S., Shibwabo Kasamani, B., Hede Mortensen, J., Stevanovic, D., Wanyang, M., Norell Bergendahl, M. & Papalambros, P. Y. (2022). Challenges and Opportunities for Enabling Mutual Learning and Collaboration in Design and Innovation for Sustainable Development in Africa and Beyond. In: Proceedings of the Design Society: . Paper presented at 17th International Design Conference, DESIGN 2022, 23 May 2022 through 26 May 2022, Virtual, Online (pp. 1071-1080). Cambridge University Press, 2
Open this publication in new window or tab >>Challenges and Opportunities for Enabling Mutual Learning and Collaboration in Design and Innovation for Sustainable Development in Africa and Beyond
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2022 (English)In: Proceedings of the Design Society, Cambridge University Press , 2022, Vol. 2, p. 1071-1080Conference paper, Published paper (Refereed)
Abstract [en]

Global collaboration and mutual learning in design are put forth as means to address the UN SDGs. This paper draws upon experiences in the Design Society's AFRICA-DESIGN initiative to build a network of design academics and practitioners based in Africa with a focus on design for sustainable development. We identify education and social sustainability as particular opportunities and challenges, highlighting the critical element of mutual learning in the collaboration process.

Place, publisher, year, edition, pages
Cambridge University Press, 2022
Series
Proceedings of the Design Society, ISSN 2732-527X ; 2
Keywords
Africa, collaborative design, innovation, mutual learning, sustainability
National Category
Social Sciences Interdisciplinary
Identifiers
urn:nbn:se:kth:diva-317580 (URN)10.1017/pds.2022.109 (DOI)2-s2.0-85131373838 (Scopus ID)
Conference
17th International Design Conference, DESIGN 2022, 23 May 2022 through 26 May 2022, Virtual, Online
Note

QC 20220914

Available from: 2022-09-14 Created: 2022-09-14 Last updated: 2022-09-14Bibliographically approved
Nilsson, S., Janhager Stier, J., Ingels, A. & Sannerud, Y. (2022). Involving Users in the Development of Digital Business Platforms. In: 29TH IPDMC: INNOVATION AND PRODUCT DEVELOPMENT MANAGEMENT CONFERENCE: INNOVATION IN THE ERA OF CLIMATE CHANGE. Paper presented at 29TH IPDMC: INNOVATION AND PRODUCT DEVELOPMENT MANAGEMENT CONFERENCE, Hamburg, Germany, July 17-19, 2022.
Open this publication in new window or tab >>Involving Users in the Development of Digital Business Platforms
2022 (English)In: 29TH IPDMC: INNOVATION AND PRODUCT DEVELOPMENT MANAGEMENT CONFERENCE: INNOVATION IN THE ERA OF CLIMATE CHANGE, 2022Conference paper, Published paper (Other academic)
Abstract [en]

The paper aims to examine how users come into play in developing a digital business platform. User involvement in a successful Swedish digital transaction platform serving buyers and sellers of secondhand items is investigated using interviews and observations. The study contributes to user involvement literature and the emergent literature on digital platforms as socio-technical systems by showing how digital platforms attend to what we refer to as active and passive user involvement. The findings highlight the importance of investing in personal user relationships and spending significant time and effort to learn from data collected through several tools and sources. The paper also questions the traditional product development process and its emphasis on front-loading. It discusses back-loading, i.e., time and effort spent postlaunch, as an alternative approach to meet the platform's need for agility and speed and continuous improvement and updates.

Keywords
Digital business platforms, user involvement, customer involvement
National Category
Other Engineering and Technologies
Research subject
Machine Design
Identifiers
urn:nbn:se:kth:diva-328255 (URN)
Conference
29TH IPDMC: INNOVATION AND PRODUCT DEVELOPMENT MANAGEMENT CONFERENCE, Hamburg, Germany, July 17-19, 2022
Note

QC 20230614

Available from: 2023-06-06 Created: 2023-06-06 Last updated: 2023-06-14Bibliographically approved
Vasell, J. & Nilsson, S. (2022). KTH global development hub: developing an innovation management system for global sustainable development. In: Changing The Dynamics And Impact Of Innovation Management: A Systems Approach And The Iso Standard (pp. 177-196). World Scientific Pub Co Pte Ltd
Open this publication in new window or tab >>KTH global development hub: developing an innovation management system for global sustainable development
2022 (English)In: Changing The Dynamics And Impact Of Innovation Management: A Systems Approach And The Iso Standard, World Scientific Pub Co Pte Ltd , 2022, p. 177-196Chapter in book (Other academic)
Abstract [en]

KTH Global Development Hub (KTH GDH) was formed in 2017 with the mission to develop and implement new education models and approaches addressing global sustainable development as expressed in the UN 2030 Agenda. KTH GDH is based on the idea that education activities can have a two-fold impact of developing students' innovation competence, while also driving innovation through the solutions being developed by students. A challenge-driven educational concept developed by KTH GDH, CDEsupGDH/sup, therefore contains a purposely designed innovation management system (IMS). Challenge definitions, stakeholder engagement and leadership endorsement are key aspects of this IMS, which is based on interventions designed to develop consensus around the viability and relevance of challenges, and commitment to participate in the innovation process. KTH GDH works in partnership with four African universities. The IMS has a local component at each university and a global component, which creates a global IMS. The implementation has thus far focused on the capacity to implement the Challenge-Driven Education (CDE) model and IMS. This includes building a capacity to create and sustain innovation processes and developing networks and collaborations in local innovation ecosystems, something that offers specific challenges. We discuss how existing IMS frameworks can be developed to better support global sustainable innovation.

Place, publisher, year, edition, pages
World Scientific Pub Co Pte Ltd, 2022
Series
Series on Technology Management ; 40
Keywords
NA
National Category
Other Social Sciences
Identifiers
urn:nbn:se:kth:diva-329170 (URN)10.1142/9781800612105_0012 (DOI)2-s2.0-85143048736 (Scopus ID)
Note

Part of book ISBN 978-180061210-5 978-180061209-9

QC 20230619

Available from: 2023-06-19 Created: 2023-06-19 Last updated: 2023-12-05Bibliographically approved
Nilsson, S., Samuelsson, M. & Meyer, C. (2022). Social entrepreneurs’ use of spatial bricolage to create frugal innovation in a divided urban setting. Africa Journal of Management, 8(3), 298-323
Open this publication in new window or tab >>Social entrepreneurs’ use of spatial bricolage to create frugal innovation in a divided urban setting
2022 (English)In: Africa Journal of Management, ISSN 2332-2373, Vol. 8, no 3, p. 298-323Article in journal (Refereed) Published
Place, publisher, year, edition, pages
Informa UK Limited, 2022
National Category
Engineering and Technology
Identifiers
urn:nbn:se:kth:diva-319748 (URN)10.1080/23322373.2022.2071578 (DOI)000805283700001 ()2-s2.0-85131403686 (Scopus ID)
Note

QC 20221012

Available from: 2022-10-07 Created: 2022-10-07 Last updated: 2022-10-12Bibliographically approved
Ramanujam, H., Ravichandran, B., Nilsson, S. & Ivansen, L. (2021). Barriers and opportunities of implementing design thinking in product development process of a business to business company. In: Proceedings of the Design Society: 23rd International Conference on Engineering Design, ICED 2021: . Paper presented at 23rd International Conference on Engineering Design, ICED 2021, 16 August 2021 through 20 August 2021 (pp. 551-560). Cambridge University Press (CUP), 1
Open this publication in new window or tab >>Barriers and opportunities of implementing design thinking in product development process of a business to business company
2021 (English)In: Proceedings of the Design Society: 23rd International Conference on Engineering Design, ICED 2021, Cambridge University Press (CUP) , 2021, Vol. 1, p. 551-560Conference paper, Published paper (Refereed)
Abstract [en]

Customer centricity is described as placing value creation for customers at the core of business decisions and organizational practices and is progressively regarded as a foundation of sustainable competitive advantage by companies. Hence in recent years, there is a shift from companies being product-centric to them adapting customer-centric practices as a practice to create balanced and sustainable businesses. Although there are several methods and processes that can help companies become customer-centric; Design Thinking (DT) is championed by many practitioners and academics alike as being effective in introducing customer-centricity in organizations. Despite being a highly researched topic in the last decade, the bulk of the research is focused on success stories or one-off cases of using design thinking in Business to Customer (B2C) environments. This paper is based on a qualitative study performed at a high-tech Swedish electronics company and focuses on highlighting the barriers and opportunities of adapting DT in Business to Business (B2B) companies with established product development processes. The barriers we identified can help companies to address the impediments and will make the DT implementation easier for companies

Place, publisher, year, edition, pages
Cambridge University Press (CUP), 2021
Keywords
Business to Business, Design methodology, Design Thinking, Innovation, Integrated product development, Competition, Product design, Product development, Sustainable development, Business companies, Business decisions, Business-to-business, Customer-centric, Product development process, Value creation, Sales
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:kth:diva-312947 (URN)10.1017/pds.2021.55 (DOI)2-s2.0-85117796558 (Scopus ID)
Conference
23rd International Conference on Engineering Design, ICED 2021, 16 August 2021 through 20 August 2021
Note

QC 20220530

Available from: 2022-05-30 Created: 2022-05-30 Last updated: 2023-01-02Bibliographically approved
Nilsson, S. & Norell Bergendahl, M. (2020). DESIGN for TEACHER TRAINING - To FACILITATE STUDENT TEAMS WORKING with REAL-LIFE SUSTAINABILITY CHALLENGES. In: Proceedings of the Design Society: DESIGN Conference. Paper presented at 16th International Design Conference, DESIGN 2020, 26 October 2020 through 29 October 2020 (pp. 1785-1794). Cambridge University Press (CUP)
Open this publication in new window or tab >>DESIGN for TEACHER TRAINING - To FACILITATE STUDENT TEAMS WORKING with REAL-LIFE SUSTAINABILITY CHALLENGES
2020 (English)In: Proceedings of the Design Society: DESIGN Conference, Cambridge University Press (CUP) , 2020, p. 1785-1794Conference paper, Published paper (Refereed)
Abstract [en]

The aim of the study is to contribute to the knowledge on how to develop students' skills and capabilities required when addressing complex societal challenges in practice. In this paper we are investigating the design and implementation of a teacher training module focusing on improving teacher's ability to facilitate students' teams learning and collaboration skills. The feedback and learning from the design and implementation of the module at universities in Botswana, Kenya and Sweden is presented and discussed in this paper.

Place, publisher, year, edition, pages
Cambridge University Press (CUP), 2020
Keywords
challenge-driven education, design education, sustainability, teamwork, Design, Personnel training, Botswana, Collaboration skills, Design and implementations, Student teams, Teacher training, Students
National Category
Pedagogy
Identifiers
urn:nbn:se:kth:diva-300998 (URN)10.1017/dsd.2020.163 (DOI)2-s2.0-85110268266 (Scopus ID)
Conference
16th International Design Conference, DESIGN 2020, 26 October 2020 through 29 October 2020
Note

QC 20210907

Available from: 2021-09-07 Created: 2021-09-07 Last updated: 2022-06-25Bibliographically approved
Johansson, S., Kullström, M., Björk, J., Karlsson, A. & Nilsson, S. (2020). Digital production innovation projects – The applicability of managerial controls under high levels of complexity and uncertainty. Journal of Manufacturing Technology Management
Open this publication in new window or tab >>Digital production innovation projects – The applicability of managerial controls under high levels of complexity and uncertainty
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2020 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of the present study is to assist academics and practitioners in supporting and managing digital production innovation projects using managerial controls. The focus is on projects that deliver innovations containing new combinations of physical, digital and/or cyber-physical components, developed to be used within a production system. More specifically, this paper aims to explore the applicability of different managerial controls for managing and supporting digital production innovation projects, i.e. projects that are characterized by high levels of complexity and uncertainty. Design/methodology/approach: This is a multiple-case study in which interview data was collected from five digital production innovation projects in two manufacturing firms. The empirical data was used to analyze success factors, challenges and obstacles in different phases of the studied projects, and to connect these to the application of different types of managerial controls. Findings: The findings provide an increased understanding of who to control, what to control and how to control in digital production innovation projects. Research limitations/implications: This paper is focused specifically on the perception of managerial controls in digital production innovation projects and has not explicitly focused on manufacturing companies' intended usage of managerial controls. This paper's focus on manufacturing companies with producing customers and on projects developing solutions for their respective customers' production systems also encourages further studies at other companies undergoing a comparable transition. Given the necessary system perspective on managerial controls that is being highlighted, this paper emphasizes further research needs on how firms can also apply managerial controls to support external collaborations. Practical implications: The results have a number of managerial implications regarding digital production innovation projects. The most prominent findings revealed the importance of giving attention to the managerial controls related to the decision-making process and the involvement from stakeholders outside the organization itself. In particular, it was shown that managerial controls securing a more holistic involvement in the decision-making process should be applied, and that managerial controls suitable for customers and partners need to be developed. Originality/value: The study is among the first studies to focus on the application and perceived effectiveness of managerial controls in digital production innovation projects. The ways in which managerial controls are applied to collaborations with customers and partners and the ways in which action, cultural and personnel controls are combined and aligned to support the corporate decision-making process particularly stand out as essential for manufacturing companies' Industry 4.0 transition.

Place, publisher, year, edition, pages
Emerald Group Publishing Ltd., 2020
Keywords
Action controls, Cultural controls, Digital Innovation, Managerial control, Personnel controls, Production Innovation, Radical, Result controls, Decision making, Human resource management, Industrial research, Managers, Sales, Decision making process, Design/methodology/approach, Developing solutions, Innovation projects, Managerial implications, Manufacturing companies, Manufacturing firms, Multiple-case study, Manufacture
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:kth:diva-274204 (URN)10.1108/JMTM-04-2019-0145 (DOI)000529912000001 ()2-s2.0-85084216647 (Scopus ID)
Note

QC 20200707

Available from: 2020-07-07 Created: 2020-07-07 Last updated: 2024-01-10Bibliographically approved
Nilsson, S., Björk, J. & Karlsson, A. (2018). Developing radical innovations: Introducing Tangibility, Tolerance and Tightness. In: : . Paper presented at 25TH INNOVATION AND PRODUCT DEVELOPMENT MANAGEMENT CONFERENCE, IPDMC.
Open this publication in new window or tab >>Developing radical innovations: Introducing Tangibility, Tolerance and Tightness
2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This paper investigates what actions can be taken in order to support the development

of radical innovations. The contribution adds to our understanding of how radical

innovation projects develops over time and what and how managerial actions can be

taken in order to support this development. Six radical innovation projects from two

different empirical settings have been investigated though semi-structured interviews

and the use of a project journey mapping technique allowing for a combination of both

narrative and critical incident data collection. The data was analyzed in Nvivo. The

results revealed three different flows of activities for radical innovation projects that

iteratively and interactively took place over time from the emergence of the idea to

commercialization, namely: (1) the configuration of the product system, (2) the

understanding of customer value and (3) the experimentation of understanding of how

to monetizing value form radical innovation projects. Three mechanisms in order to

manage these flows are presented: (1) making the radical innovation and its potential

more tangible, (2) creating a tolerance for the uncertainties and ambiguities related to

the innovation during its development in the organization and (3) handling the

management control tightness of the project in order for it to make it to the

commercialization. Two main practical implications of the results are discussed. First

of all, organizations that aim to develop radical innovations need to understand and

support the three different flows of activities early on and what it implies in terms of

competences needed and resources allocated. Second, the presented mechanisms

provide distinct examples of actions that can be taken in order to support the

development flows of radical innovations.

National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:kth:diva-250447 (URN)
Conference
25TH INNOVATION AND PRODUCT DEVELOPMENT MANAGEMENT CONFERENCE, IPDMC
Note

QC 20190618

Available from: 2019-04-29 Created: 2019-04-29 Last updated: 2022-06-26Bibliographically approved
Johansson, S., Kullström, M., Björk, J., Karlsson, A. & Nilsson, S. (2018). The consequences of managerial controls for digital innovation projects. In: : . Paper presented at 19th International CINet Conference, Dublin, Ireland.
Open this publication in new window or tab >>The consequences of managerial controls for digital innovation projects
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2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Digitalization has provided new opportunities for firms in the manufacturing industry but also brought a wide range of new challenges. This paper focuses managerial controls in order to further our understanding in what managers can do in order to manage and support digital innovation projects. More specifically the aim of this paper is to explore the role of managerial controls for digital innovation projects in manufacturing firms. Data has been collected from two manufacturing firms through interviews. The results further our understanding of the consequences of different managerial controls for digital innovation projects. Surprisingly the findings show that digital innovation projects demand more control than regular projects. The results bring a number of managerial implications, 1) there is a need to deliberately use a combination of controls, 2) it is important to use controls also for decision making, both in terms of speed and the ability to make good decisions and 3) there is a need to have controls also for customers and partners

National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:kth:diva-250445 (URN)
Conference
19th International CINet Conference, Dublin, Ireland
Note

QC 20190624

Available from: 2019-04-29 Created: 2019-04-29 Last updated: 2024-03-18Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-6056-5172

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