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  • 1. Andrén, L
    et al.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Sjölander, S
    Opportunistic adaptation in start-up companies2003In: International Journal of Entrepreneurship and Innovation Management, ISSN 1368-275X, E-ISSN 1741-5098, Vol. 3, no 5-6, 546-562 p.Article in journal (Refereed)
  • 2.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, F.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Boccardelli, P.
    Predicting team collective intention to innovate: An institutional perspective2016Conference paper (Other academic)
  • 3.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Foss, N.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, F.
    Interaction of control systems and stakeholder networks in shaping the identities of self-managed teamsManuscript (preprint) (Other academic)
  • 4.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Foss, N.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, F.
    The interplay between the pre-existing managerial control systems and stakeholder's networks in self-managed team's identities2015Conference paper (Other academic)
  • 5. Annosi, Maria Carmela
    et al.
    Foss, Nicolai
    Brunetta, Federica
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    The Interaction of Control Systems and Stakeholder Networks in Shaping the Identities of Self-Managed Teams2017In: Organization Studies, ISSN 0170-8406, E-ISSN 1741-3044, Vol. 38, no 5, 619-645 p.Article in journal (Refereed)
    Abstract [en]

    Team identity has received little research attention even though an increasing number of firms are moving to team-based organizations and there is evidence that teams form identities. We explore the extent to which team identity can be institutionalized as a central organizing principle of team-based firms. We argue that managerial and stakeholder interventions shape the self-construction of team identity as well as the team's commitment to specific work objectives. We also suggest that team identity becomes isomorphic to organizational identity because of pressures related to: (1) the presence of a dense network of managers and stakeholders, which orients teams towards a focus on certain aspects of the higher-order identity; (2) the use of team routines and regular feedback loops, which force alignment with the organizational identity; and (3) the use of coordinating roles aimed at promoting, ratifying and reinforcing the convergence of identity within the team. We analyse multiple cases from a major multinational corporation in the telecommunications industry, which we examine through the lens of a multi-level model of controls involving the micro, meso and macro organizational levels. We expand and refine the model in the process.

  • 6.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    FOSS, Nicolai J.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, Federica
    The interaction of control systems and stakeholder networks in shaping the identities of selfmanaged teams.Manuscript (preprint) (Other academic)
    Abstract [en]

    Team identity has received little research attention even though an increasing number of firms are moving to team-based organizations and there is evidence that teams form identities. We explore the extent to which team identity can be institutionalized as a central organizing principle of team-based firms. We argue that managerial and stakeholder interventions shape the self-construction of team identity as well as the team’s commitment to specific work objectives. We also suggest that team identity becomes isomorphic to organizational identity because of pressures related to: 1) the presence of a dense network of managers and stakeholders, which orients teams towards a focus on certain aspects of the higher-order identity; 2) the use of team routines and regular feedback loops, which force alignment with the organizational identity; and 3) the use of coordinating roles aimed at promoting, ratifying, and reinforcing the convergence of identity within the team. We analyze multiple cases from a major multinational corporation in the telecommunications industry, which we examine through the lens of a multi-level model of controls involving the micro, meso, and macro organizational levels. We expand and refine the model in the process.

  • 7.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    FOSS, Nicolai J
    Martini, Antonella
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    A Multilevel Framework for Organizational Learning in Self-Managed Team Organizations: an abductive micro-foundations studyManuscript (preprint) (Other academic)
    Abstract [en]

    Drawing on the social cognitive learning perspective, this study advances a multilevel theory of organizational learning for team-based organizations, which integrates principles of cognition and motivation through team-level self-regulation mechanisms. We highlight and unpack these mechanisms, which have long been treated as black boxes in organizational learning research. We describe them using an empirical case from a multinational company, and we reveal their potential to affect motivation and socio-cognitive functions in self-managing teams. We also clarify the complexity of their relationships through a set of propositions and provide a definition of the team-level self-regulation mechanisms constructs.

  • 8.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Hemphälä, Jens
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Investigating the impact of agile methods on learning and innovation2013Report (Other academic)
  • 9.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Hemphälä, Jens
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, Antonella
    Peonia, Laura
    The dual control systems of agile teams: exploring knowledge management issues2014In: IFKAD 2014: 9th International Forum on Knowledge Asset Dynamics, 2014, 1907-1931 p.Conference paper (Refereed)
    Abstract [en]

    Purpose - This paper aims to contribute to the exploration of micro-foundations for innovation in autonomous team-based firms. It describes how different types of management control systems influence the innovation performance of teams through an extensive field study of a large scale agile implementation. It reveals the moderating role played by different kinds of managerial control systems and by perceived time pressure on teams in the relationship between a team's absorptive capacity and its innovation performance. Design/methodology/approach - A total of 44 individual semi-structured interviews were used to collect data over three separate data collection stages conducted from August to November 2013. All data were triangulated with the qualitative content analysis results of free comments from 121 people, covering different agile roles in the same organizations as above, and embedded in a survey performed in August 2013. Due to the complexity of the topic and the lack of prior studies investigating the effect of agile implementation on team learning and innovation capabilities, an abductive research approach (Peirce, 1931) was selected as a suitable method. Originality/value - The empirical results indicate that a team's beliefs on the importance of learning strongly influence its self-regulated learning behaviours. They represent the configuration of AC meta-routines underlying the concept of absorptive capacity (Lewin et al., 2011) at the team-level, conducive to teams' exploration activities. Moreover, the antecedents for a team's exploitative and exploratory innovation activities are presented and two types of managerial controls for driving exploitative innovation activities are identified. Additionally, team-level absorptive capacity was analysed, since it is a less explored, but important construct, leading to a team's exploitative product innovation. Practical implications - This study's findings have a number of implications for practice. The results imply that autonomous team-based organizations may be better off not using one single standard control system to manage all their teams. In fact, beyond securing a team's access to knowledge, management needs to provide teams with differentiated means to develop necessary competencies and capacities for understanding, assimilating and using the knowledge they retrieve. In addition, management should influence a team's beliefs by valuing the tasks requiring innovation and transmitting sustainable values to teams through their mission and vision statements.

  • 10.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Khanagha, S.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Breaking the iron cage: A multi-level perspective towards organizational control in post-bureaucratic structure2015Conference paper (Other academic)
  • 11.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Khanagha, Saeed
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    A Multi-Level Study of Managerial Control Influence on Self-Managed Team Innovativeness2015In:  Academy of Management conference, 2015Conference paper (Refereed)
    Abstract [en]

    In this study we investigate organizational control systems as the underpinnings of large organizations’ ability to perform after transition to a flattened and decentralized structure. We consider horizontal social control mechanisms on team level (concertive control induced by high team identification) and vertical bureaucratic managerial control mechanisms on organization level (interactive and diagnostic management control systems), and examine their combined influence on the innovativeness of self-managing product development teams in a large company. We utilize a rich empirical data set including a multilevel multi-source survey of the members of 97 organizational teams, their internal team managers, and their higher-level managers. In contrast to some prior research findings, we find a negative effect of team’s concertive control on team’s innovativeness . In addition, managerial interactive control systems fostering a more prestigious team’s organizational image seem to strengthen the negative effect of concertive control on team’s innovativeness, while in combination with diagnostic control systems, legitimizing current external organizational team’s image, the effect of concertive control becomes positive. Interestingly, our analysis suggests that as team’s concertive control increases, managerial control systems show a converse relationship in such a way that the diagnostic control reduces and the interactive control increases the negative influence of concertive control.

  • 12.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Khanagha, Saeed
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    A Multi-Level Study of Managerial Control Influence on Self-Managed Team Innovativeness2015Conference paper (Other academic)
    Abstract [en]

    In this study we investigate organizational control systems as the underpinnings of large organizations’ ability to perform after transition to a flattened and decentralized structure. We consider control mechanisms on team level (structure and peer control) and on organization level (interactive and diagnostic management control systems), and examine their combined influence on the innovativeness and effectiveness of product development teams in a large company. We utilize a rich empirical data set including a multilevel multi-source survey of the members of 97 organizational teams, their internal team managers, and their higher-level managers. In contrast to some prior research findings, we find a positive direct effect of team’s structure on team’s effectiveness, while we find a negative effect of team’s concertive control on team’s innovativeness and effectiveness. In addition, interactive management controls on the firm level seem to strengthen the negative effect of concertive control on team’s innovativeness and effectiveness, while in combination with diagnostic control systems, the effect of concertive control becomes positive. Interestingly, our analysis suggests that as team’s concertive control increases, managerial control systems show a converse relationship in such a way that the diagnostic control reduces and the interactive control increases the negative influence of concertive control.

  • 13.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Learning and innovation issues in agile teams: A case study2013Conference paper (Refereed)
    Abstract [en]

    The aim of this paper is to contribute to a more nuanced understanding of thebarriers that an agile/lean research and development (R&D) organization hasto overcome in order to be able to manage and apply knowledge effectively tobalance exploration and exploitation activities. It explores how people working in agile teams create, retain and transfer knowledge through theimplementation of a so-called Agile Scrum methodology. Our main findings arein the form of recommendations about the different innovation strategies firms should pursue. The links to the firm’s environmental conditions (such asorganizational culture, maturity, management practices) should allow thoseresults to be applied to other organizational contexts.We build on our understanding of the effects of agile/lean characteristics onorganizational learning and knowledge creation to propose ways to achievealignment within the firm at the operational level in order to facilitateambidextrous organizational learning through a case study of a software R&Dorganization. Data were collected from a questionnaire and interviews in aniterative process.

  • 14.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, F.
    Self-organizing coordination and control approaches: The impact of social interaction processes on self-regulated innovation activities in self-managing teams2016In: Innovation Management and Computing (VOL I) / [ed] Cyrus F. Nourcan, Apple Academic Press, 2016Chapter in book (Refereed)
  • 15.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Brunetta, Federica
    Self-organizing coordination and control approaches: the impact of social interaction processes on self-regulated innovation activities in self-managing teams2016In: Innovation Management and Computing: Ecosystems and TechnologyIdea Generation and Content Model Processing / [ed] Cyrus Nourcan, Apple Academic Press, 2016Chapter in book (Refereed)
    Abstract [en]

    The development of social norms, as well as how and under which conditions social norms impact behavior, are determined by the social influence process. By leveraging the influence process we can create and handle change in self-managing teams in order to foster growth and steer team members in a positive direction, away from negative habits. At the same time, if poorly managed the developed social norms can inhibit change, and in the worst case result in conflict and resentment within the team.

    If team members feel part of a group and consider that group membership is relevant for them, they will adapt their behavior to align to the group's norms and standards, which in turn will dictate context-specific attitudes and behaviors that are appropriate for the team.

    This chapter focuses on teams’ social norms, distinguishing between descriptive- (what most others do) and injunctive (what most others approve or disapprove of) norms, investigating important moderators in the relationships between descriptive norms and behaviors, discussing the role of the social environment on the changes to and inculcation of injunctive social norms, and describing how individual team members' attributes refine the susceptibility of individuals to normative influences.

  • 16.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, A.
    Peonia, L.
    Agile implementation and organizational knowledge: Is there a problem?: An abductive framework2014Conference paper (Refereed)
  • 17.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, A.
    Peonia, L.
    Investigating the impact of agile control mechanisms on learning in scrum teams2014Conference paper (Refereed)
  • 18.
    Annosi, Maria Carmela
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Martini, Antonella
    Appio, F. P.
    Social conduct, learning and innovation: An abductive study of the dark side of agile software development2015In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed)
    Abstract [en]

    Agile methodologies have been adopted by an increasing number of organizations to improve their responsiveness. However, few studies have empirically analysed the effect of Agile on long-term organizational goals such as learning and innovation. Using an abductive approach, this study examines the relationships between self-regulated teams’ social conduct and their resulting learning and innovation. Results indicate that the perceived time pressure to get the job done greatly impedes team engagement in learning and innovation activities. Time pressure is affected by the various control strategies deriving from the implementation of Agile, which constitute its dark side: concertive, belief, diagnostic and boundary controls.

  • 19. Bergendahl, Magnus
    et al.
    Björk, Jennie
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Karlsson, Magnus
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Sapucci, Mirco
    Making collaborative ideation work: Challenges and success factors for the use of collaborative ideation tools2012In: IAMOT 2012, Taiwan, 2012Conference paper (Refereed)
  • 20.
    Bergendahl, Magnus
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Dagnino, Giovanni Battista
    Ferrigno, Giulio
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Coopetition and ideation performance: Observations from two complementary experimentsManuscript (preprint) (Other academic)
  • 21.
    Bergendahl, Magnus
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Combining collaboration and competition: a key to improved idea management?2014In: European Journal of International Management, ISSN 1751-6757, E-ISSN 1751-6765, Vol. 8, no 5, 528-547 p.Article in journal (Refereed)
    Abstract [en]

    Earlier research in the field of idea management has highlighted both collaboration and competition driving ideation. While these two are normally considered opposing and excluding, recent work proposes them to be complements. Previous studies have primarily focused on firm-external communities, and little is known about the joint use of collaboration and competition inside firms. This paper addresses collaborative and competitive mechanisms used in firm-internal idea management. Case studies of three multinational firms active in idea management have been performed. The firms' use of collaboration and competition in firm-internal idea management is analysed, revealing that the two approaches can be combined, and explores how their paradoxical coexistence can be managed. This study underlines the importance of addressing intrinsic motivation and facilitating sharing of knowledge in order to bridge and align collaboration and competition mechanisms. It also highlights issues of rewards and company culture, requiring informed attention from human resources management.

  • 22.
    Bergendahl, Magnus
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development. SCA Hygiene Products, Sweden .
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Creating Ideas for Innovation: Effects of Organizational Distance on Knowledge Creation Processes2015In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 24, no 1, 87-101 p.Article in journal (Refereed)
    Abstract [en]

    Innovation is to a large extent considered a social and communicative process, and input from other individuals potentially improves the generation of novel and valuable ideas also in the early stages of idea creation and development. Both colleagues inside organizations and external parties have frequently been proposed as important sources of information and knowledge within this part of the innovation process. Other contributions addressing social networks and innovation bring into focus the potentially negative effects that certain network structures may have on innovation, pointing to inconsistencies in received theory. In order to address these inconsistencies, an empirical study of ideation in a Swedish multinational firm was performed, taking into account two different knowledge creation processes - combination and in-depth analysis - and their inter-relationships with organizational distance between contributing individuals. Data was collected using a survey and was analysed using regression models. It was found that different levels of organizational distance correlate with different knowledge creation processes. In-depth analysis occurred more often with employees' close colleagues, whereas the combination of existing ideas and information was more frequent in interaction with employees' close colleagues and with external parties. Both these interaction patterns were also found to be positive for the generation of patents, whereas no such relationship could be seen when individuals interacted with colleagues in other departments in the same firm. The findings have implications for theory on cognitive distance, and also suggest that management needs to facilitate different types of collaboration and networking when aiming to facilitate and support ideation, taking into consideration the type of innovation aimed for, as well as its supporting knowledge creation processes.

  • 23.
    Bergendahl, Magnus
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Björk, Jennie
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ideation High Performers: A Study of Motivational Factors2015In: Creativity Research Journal, ISSN 1040-0419, E-ISSN 1532-6934, Vol. 27, no 4Article in journal (Refereed)
    Abstract [en]

    As innovation today is one of the keys to success for firms, creativity among its employees becomes a key asset and the understanding about what motivates employees in ideation is consequently of high interest. This article addresses differences in motivation among high- and low performers in ideation and contributes to existing theory by enhancing the understanding about what characterizes motivation among ideation high performers. The quantitative analysis used is based on a study performed at a multinational consumer goods company based in Sweden, surveying employees’ performance, motivation and their preferences towards collaboration and competition. Among key findings is the possible combination of collaboration and competition mechanisms as motivating means in firms’ ideation management. 

  • 24.
    Bergendahl, Magnus
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Björk, Jennie
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Karlsson, Magnus
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Inducing ideation collaboration through competition?2015Manuscript (preprint) (Other academic)
  • 25. Berglund, H.
    et al.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Sandström, C.
    Towards a symmetric theory of disruptive innovation2011Conference paper (Other academic)
  • 26.
    Björk, Jennie
    et al.
    Chalmers University of Technology.
    Boccardelli, P
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ideation capabilities for continuous innovation2009Conference paper (Other academic)
  • 27.
    Björk, Jennie
    et al.
    Center for Business Innovation, Chalmers University of Technology.
    Boccardelli, P.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ideation capabilities for continuous innovation2010In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 19, no 4, 385-396 p.Article in journal (Refereed)
    Abstract [en]

    This paper explores ideation capabilities in large organizations. Based on the dynamic capabilities framework, it is seen that ideation capabilities are managerial and organizational processes for the stimulation, identification, selection and implementation of ideas. In order to explore how these capabilities are manifested and used in firms, case studies of four Swedish companies have been performed. The results of the study show that there are different approaches to ideation. In terms of the nature of innovative ideas, the observations lead to the suggestion that ideation presents some seemingly paradoxical issues to management. Firms with an explicit focus on building ideation practices experience that there are some negative consequences of the resultant formalization. Furthermore, the extent to which many employees should be involved in ideation is a difficult aspect, even though new technologies make this more viable. Also the degree to which the search for ideas should be directed is a non-trivial question, as the ideation processes can be facilitated by both freedom and limitations. It is nevertheless seen that firms can benefit from more deliberate approaches to ideation, in particular if these are broad and balanced and focus on both building capabilities that formalize the informal, in terms of establishing explicit processes, roles and systems, and building capabilities needed to manage informal structures in new ways.

  • 28.
    Björk, Jennie
    et al.
    Chalmers University of Technology.
    Di Vincenzo, F
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Mascia, D
    Ideation Potential of Internal Networks: Does Social Capital Matter?2010Conference paper (Refereed)
  • 29.
    Björk, Jennie
    et al.
    Chalmers University of Technology, Center for Business Innovation.
    Di Vincenzo, F
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Mascia, D
    The Impact of Social Capital on Ideation: untapping the knowledge creation potential of internal networks2010Conference paper (Refereed)
    Abstract [en]

    This paper examines the impact of social capital on the quality of ideas generated by individuals at work. Two dimensions of social capital are compared – the degree (i.e. the size) of an individual’s network of work relations, and the structural holes (i.e. gaps between nodes) of those relations. Analyzing a database from a Swedish company which has worked systematically with idea management, and which today has a well-established information technology system that collects ideas from a large number of employees, this study presents evidence indicating that the larger is the size of an individual’s’ ego network – specifically the number of social interactions with other actors – the larger this individual’s innovative performance in terms of high quality ideas, whereas the larger is the number of structural holes in the ego network, the lower is the quality of ideas generated by the individual. Our findings support the conclusion that individuals’ relationships within firms play a key role for value-creating behavior, and thereby contribute to a deeper understanding of how social capital influences idea generation.

  • 30.
    Björk, Jennie
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Di Vincenzo, Fausto
    Department of Economic Studies, Faculty of Economics, G. d'Annunzio University, Pescara, Italy.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Mascia, Daniele
    Department of Public Health, Catholic University of the Sacred Heart, Rome, Italy.
    The Impact of Social Capital on Ideation2011In: Industry and Innovation, ISSN 1366-2716, E-ISSN 1469-8390, Vol. 18, no 6, 631-647 p.Article in journal (Refereed)
    Abstract [en]

    This paper examines the impact of social capital on the quality of ideas generated by individuals at work. Two dimensions of social capital are investigated—the degree (i.e. size) of individuals' networks of ideation relations, and the structural holes (i.e. gaps between nodes) of those relations. Previous research has presented different and even conflicting empirical results concerning the effect of structural holes on innovation activities, and has not dealt specifically with the ideation phase of the innovation process. By drawing upon an idea database from a Swedish company that has worked systematically with idea management for an extensive period, this study investigates the interrelationship between social capital and ideation. The empirical study reveals that the larger the size of an individual's ego network, the higher is this individual's innovative performance in terms of high-quality ideas, whereas the larger the number of structural holes in an ego network, the lower is the quality of ideas generated by the individual in question. These findings support the conclusion that social capital, in terms of individuals' relationships with fellow employees within firms, has a positive influence on idea-generating behavior. Moreover, the results reveal that the presence of structural holes is negative for ideation performance, thus providing important new input to the recent debate on the interrelationship between structural holes and innovation in general.

  • 31.
    Björk, Jennie
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Karlsson, Magnus
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Turning ideas into innovation: the need for collaborative demand-driven innovation2011In: Proceedings of the 18th International Product Development Conference, 2011Conference paper (Refereed)
  • 32.
    Björk, Jennie
    et al.
    Chalmers University of Technology, Sweden.
    Magnusson, Mats
    Chalmers University of Technology, Sweden.
    Heterogeneity and performance in innovation idea networks2008In: Proceedings of the 9th CINet conference, 2008Conference paper (Other academic)
    Abstract [en]

    This paper addresses the influence of heterogeneity on the creativityperformance of formal and informal groups when generating innovation ideas.Data on all innovation ideas generated at a company during three years havebeen gathered and analyzed. The empirical results showed that heterogeneityin formal groups has a positive influence on the quality of the ideas generated.However, after a certain amount of heterogeneity the performance drasticallydecreased, showing that there is an optimum for when heterogeneityinfluences the performance of the formal groups positively. The informalgroups did not show the same results.Managerial implications of the findings are that both the strategic input toideation and its organizing need to be considered.

  • 33.
    Björk, Jennie
    et al.
    Chalmers University of Technology, Sweden.
    Magnusson, Mats
    Chalmers University of Technology, Sweden.
    Ideation performance in projects and informal groups2009In: Proceedings of the 1st ISPIM Innovation Symposium, 2009Conference paper (Other academic)
    Abstract [en]

    Ideation activities take place in all parts of an organization and in different settings. Received theory points out that both formal and informal groups hold potential for creativity and knowledge creation, but how these groups differ in terms of ideation is not known. The importance of group heterogeneity and access to information and knowledge through network connections has been stressed in earlier research and the performed study has focused on these factors. More specifically, this research explores the ideation performance of project teams and informal groups, respectively, by studying how heterogeneity and network connectivity might influence the quality of the innovation ideas created. Drawing upon an internal database from a large Swedish consumer goods company, all innovation ideas created by both formal and informal group constellations during three years have been analyzed. The investigation showed that a moderate level of heterogeneity in formal groups has a positive influence on the quality of the ideas generated. The ideation performance of informal groups did not reveal any interdependence with heterogeneity. Network connectivity was interdependent with creative performance for informal groups, where a certain amount of connectivity positively influenced the performance of the group. The performance of formal groups did not show this pattern and also revealed no significant relationship with network connectivity. Based on the analysis, implications for management and theory are drawn and discussed.

  • 34.
    Björk, Jennie
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Where do good innovation ideas come from?: Exploring the influence of network connectivity on innovation idea quality2009In: The Journal of product innovation management, ISSN 0737-6782, E-ISSN 1540-5885, Vol. 26, no 6, 662-670 p.Article in journal (Refereed)
    Abstract [en]

    This paper aims to add to innovation management theory and practice by exploring the interrelationship between innovation idea quality and idea providers' network connectivity, using social network analysis. The study uses a database from a company that has worked systematically with idea management over a long period of time and today has a well-established information technology system that collects ideas from a large number of employees. In addition to the idea database, a number of interviews with key individuals within innovation were conducted to create rich contextual knowledge and understand more in detail how ideas are handled in the company. The analysis indicated that there is a clear interrelationship between the network connectivity and the quality of the innovation ideas created. The analysis was done for all the innovation ideas and then for ideas created by single individuals and by groups, respectively. In all three analyses the proportion of high-quality innovation ideas increased, as a step function, between the least connected group and the group thereafter. There is apparently a need for a certain amount of relations to increase the proportion of high-quality innovation ideas generated. Regarding only ideas provided by single individuals, more connections within the network resulted in a higher proportion of high-quality ideas. A different pattern was seen for ideas provided by groups as the proportion of high-quality innovation ideas grew with some increase in the connectivity of groups but declined with a further increase in connectivity. The findings suggest a number of implications for ideation management. To increase the number of high-quality innovation ideas created by individuals, the possibility to interact with other people should be supported and facilitated. However, in these settings, where individuals work with others in different groups, the most connected groups perform worst in terms of the proportion of high-quality ideas generated, which points to the necessity to consider a multitude of factors when managing ideation.

  • 35. Björkdahl, J.
    et al.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Integrating Information and Communication Technologies in Established Products: A New Managerial Challenge?2005In: Proceedings of the 6th CINet conference, September 6-9, 2005, Brighton, UK, 2005Conference paper (Other academic)
  • 36.
    Björkdahl, J
    et al.
    Chalmers Tekniska Högskola.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Managerial challenges when integrating ICTS in established products2012In: International Journal of Learning and Intellectual Capital, ISSN 1479-4853, E-ISSN 1479-4861, Vol. 9, no 3, 307-320 p.Article in journal (Refereed)
    Abstract [en]

    By adding information and communication technologies (ICTs) into established mechanical engineering products, the customer value provided by these products can be substantially increased, thereby offering an interesting means of differentiation. At the same time, the specific task of integrating ICTs in established products poses new challenges to management. In order to explore these challenges, an in-depth case study of this type of development has been performed at the Swedish multinational company Alfa Laval. The results from the study indicate that the integration of ICTs has consequences for management, particularly in terms of the handling of technological competences and the reformulation of existing business models. Even though most firms developing and manufacturing traditional mechanical engineering products rely on external providers for the integrated ICT components and systems, they nevertheless need to build up absorptive capacity in order to facilitate coordination. The integration of ICTs opens up new opportunities to create value for customers. However, to realise this value and also allow for the appropriation of parts of it, it may be necessary to change the established way of doing business, in terms of the business models used.

  • 37. Boccardelli, P.
    et al.
    Grandi, A.
    Magnusson, Mats
    Oriani, R.
    The Value of Managerial Learning in R&D2004In: Reinventing Strategic Management: Old Truths and New Insights / [ed] Bettis, R., Blackwell Publishing, 2004Chapter in book (Refereed)
  • 38. Boccardelli, P.
    et al.
    Lechner, C.
    Magnusson, Mats
    Chalmers University of Technology.
    Distinctiveness and flexibility of resources: a study of the motion picture industry2008In: Strategic Management Society conference, 2008Conference paper (Other academic)
  • 39. Boccardelli, P.
    et al.
    Lechner, C.
    Magnusson, Mats
    Chalmers University of Technology.
    Oriani, R.
    Distinctiveness and flexibility of resources: a study of the motion picture industry2009Conference paper (Refereed)
  • 40. Boccardelli, P.
    et al.
    Leone, M. I.
    Magnusson, Mats
    Chalmers University of Technology.
    Resource flexibility and sustained competitiveness2006In: Proceedings of the 7th CINet conference,, 2006Conference paper (Other academic)
  • 41. Boccardelli, P.
    et al.
    Leone, M. I.
    Magnusson, Mats
    Chalmers University of Technology.
    The learning potential of strategic licensing 2007In: Proceedings of the 8th CINet conference, 2007Conference paper (Other academic)
  • 42. Boccardelli, P.
    et al.
    Magnusson, Mats
    Chalmers University of Technology.
    Dynamic Capabilities in Early-Phase Entrepreneurship2006In: Knowledge and Process Management, ISSN 1092-4604, E-ISSN 1099-1441, Vol. 13, no 3, 162-174 p.Article in journal (Refereed)
    Abstract [en]

    The dynamic capabilities perspective has received increasing attention in the field of strategic management research. By focusing not only on the competitive advantage that is provided by a certain resource constellation, but also on the change of firms' resources over time to fit changing business environments, this perspective underlines the strategic importance of innovation. Despite the apparent interest in the dynamics of firm resources, there is still limited empirical evidence for how the strategic matching of resources and market needs is actually done, particularly in more rapidly changing environments. In order to investigate this process, an empirical study of 59 start-ups in the Swedish mobile Internet industry was performed. A first finding from the study is that start-ups which change market focus have a significantly higher probability to survive their first years. Furthermore, it is seen that in most cases, the change in market focus takes place without any related change in the technological resources that are used by the firm, indicating that an important factor at this stage is the flexible use of resources in searching for a suitable match between resources and market opportunities. This mode of learning and adaptation is very different from earlier proposed models focusing on the acquisition and transformation of resources. Instead, the early-stage dynamic capabilities reveal themselves as bricolage, that is, the capacity to re-interpret and re-combine already existing resources and thereby improve their fit with the demands of the market environment. The results suggest that earlier proposed dynamic capabilities frameworks need to be modified, by taking into account the single entrepreneur as a source of dynamic capabilities, and by introducing the concept of resource flexibility. In terms of managerial implications, the findings underline the importance for entrepreneurs to balance the striving for distinctive capabilities that provide competitive advantage and the experimentation and improvisation needed to adapt to changes in the market.

  • 43. Boccardelli, P.
    et al.
    Magnusson, Mats
    Dynamic Capabilities in Early-Phase Entrepreneurship – Observations from Mobile Internet Start-Ups2004In: Proceedings from the 5th CINet conference, Sydney, Australia, 2004Conference paper (Refereed)
  • 44. Boer, H
    et al.
    Caffyn, S
    Chapman, R
    Corso, M
    Coughlan, P
    Gieskes, J
    Hyland, P
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Pavesi, S
    Ronchi, S
    Sundgren, N
    Continuous Product Innovation and Knowledge Management: the CIMA Supporting Methodology1999In: Proceedings of the 6th International Product Development Management Conference, Cambridge, United Kingdom, 1999Conference paper (Refereed)
  • 45. Bogers, M.
    et al.
    Zobel, A. -K
    Afuah, A.
    Almirall, E.
    Brunswicker, S.
    Dahlander, L.
    Frederiksen, L.
    Gawer, A.
    Gruber, M.
    Haefliger, S.
    Hagedoorn, J.
    Hilgers, D.
    Laursen, K.
    Magnusson, Mats G.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Majchrzak, A.
    McCarthy, I. P.
    Moeslein, K. M.
    Nambisan, S.
    Piller, F. T.
    Radziwon, A.
    Rossi-Lamastra, C.
    Sims, J.
    Ter Wal, A. L. J.
    The open innovation research landscape: established perspectives and emerging themes across different levels of analysis2017In: Industry and Innovation, ISSN 1366-2716, E-ISSN 1469-8390, Vol. 24, no 1, 8-40 p.Article in journal (Refereed)
    Abstract [en]

    This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholars–having a common basis in the recurrent Professional Development Workshop on ‘Researching Open Innovation’ at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI–originally an organisational-level phenomenon–across multiple levels of analysis. While our integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research–particularly those that span across research domains that have so far developed in isolation.

  • 46. Bourelos, E.
    et al.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    McKelvey, M.
    Moving beyond the paradox: Searching for the key factors in research commercialization2010Conference paper (Refereed)
  • 47. Bourelos, Evangelos
    et al.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    McKelvey, Maureen
    Investigating the complexity facing academic entrepreneurs in science and engineering: the complementarities of research performance, networks and support structures in commercialisation2012In: Cambridge Journal of Economics, ISSN 0309-166X, E-ISSN 1464-3545, Vol. 36, no 3, 751-780 p.Article in journal (Refereed)
    Abstract [en]

    The relative importance, and specific role, of academic entrepreneurship in society has long focused upon productivity in terms of the commercialisation of research. Public policy is an instrument used in different countries to stimulate start-up companies, including attempts to influence national institutions, university structures and the incentives for individual researchers. This paper contributes with an analysis of Sweden, which has retained the 'professor's privilege', whereby the individual retains inventor rights and can choose to allocate ownership rights. The descriptive results of the survey revealed that academics have positive attitudes to commercialisation and relatively satisfactory commercialisation output. This paper examines the complementarities of research performance, networks and support structure in explaining commercialisation amongst university researchers in science and engineering in Sweden. The results show that publishing is positively correlated with commercialisation and that support structures play an important role through technology transfer offices, courses and incubators. The paper ends by using these results in order to discuss the implications for public policy.

  • 48. Chapman, R.
    et al.
    Magnusson, Mats
    Chalmers University of Technology.
    Continuous Innovation, Performance and Knowledge Management: An Introduction2006In: Knowledge and Process Management, ISSN 1092-4604, E-ISSN 1099-1441, Vol. 13, no 3, 129-131 p.Article in journal (Other academic)
  • 49. Christensen, C.
    et al.
    Magnusson, Mats
    Chalmers University of Technology.
    Implementation and Use of Collaborative Product Development: Observations from Swedish Manufacturing Firms2006In: International Journal of Management and Decision Making, ISSN 1462-4621, E-ISSN 1741-5187, 574-585 p.Article in journal (Refereed)
  • 50. Christensen, C
    et al.
    Magnusson, Mats
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Zetherström, M. B.
    Implementation and Use of Collaborative Product Development2003In: Proceedings from the 10th EurOMA-POMS conference, 2003Conference paper (Refereed)
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