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A key objective for e-maintenance efforts is to align maintenance processes with business-and operational processes in order to reach organizational objectives. In the context of the process-and manufacturing industry a key objective for firms is to avoid downtime and to make sure all critical production equipment is up and running. To this end, e-maintenance has become increasingly important for the process-and manufacturing industry. Successful e-maintenance is realized by the organizational use of advanced information technology-solutions which aims at moving maintenance work from being primarily reactive (e.g. to react and respond to equipment breakdowns) to predictive (e.g. to predict when equipment are in need of maintenance before it breaks down). Building on a collaborative project with industrial organizations in the pulp and paper and the mining industry this paper explores organizational opportunities and challenges associated with the design and implementation of IT-based services for remote diagnostics of industrial equipment. We observe opportunities and challenges related to organizational innovation and learning. The paper introduces a multi-contextual perspective to better understand the opportunities and challenges associated with organizational learning and innovation. We argue that in order for e-maintenance services to be successful it must not only build on leading-edge technological solutions but also be built on an explicit model for how the maintenance work is organized and how e-maintenance efforts are aligned with overall organizational objectives.

Purpose: Although the potential of innovation networks that involve both university and industry actors is great variances in cultures, goals and knowledge poses significant challenges. To better understand management of such innovation networks, we investigate different strategies for balancing diversity.Design/methodology/approach: In this multiple case study, we draw on network and trading zone theory to examine the strategies of four research centers that govern university-industry innovation networks. Findings:We (1) provide empirically grounded descriptions of strategies for balancing diversity in innovation processes, (2) extend previous theorizations by suggesting two types of trading zones (transformative and performative), and, (3) identify four strategy configuration dimensions (means of knowledge trade, tie configuration, knowledge mobility mechanisms and types of trust). Research limitations/implications:Further research is needed on transferability of results when e.g. cultural collaboration and communication patterns change, and, performance implications of different configurations. Our research provides conceptual tools for future research on the impact of different diversity strategies. Practical implications:Our findings point to the importance of identifying desired types of innovation outcomes and designing the appropriate level of diversity. To implement the selected strategy, managers need to configure communication channels and strength of relationships, establish associated capacity for knowledge transfer and build appropriate levels of trust.Originality/value: While extant research has provided a solid understanding of benefits from diversity in boundary spanning innovation processes, this paper outlines strategies for managing associated challenges.

The paper provides an integrated view of value creation in the development of new products and services related to IT. We argue that customer and end-user integration into the development process as a whole is a key for enhanced innovation processes. Building on experiences from two regional IT innovation projects conducted with a living lab approach, we ask how this approach can help organisations utilise important resources in an open innovation system and guide universities-as driving engines in regional innovation systems-to improve their environments for research and education. Exploring the outcome from the projects and how customers are integrated into value creation processes during the course of IT design and use, we argue that innovation systems management and customer integration are important assets not only to increased efficiency and quality, but also for enhanced innovation.

The chapter provides an integrated view of value creation in the development of new products and services related to ICT. The authors argue that innovation ecologies are key aspects for enhanced innovation processes. Building on early experiences from a project focused on the innovation ecologies of its wide range of R&D projects the authors ask how such a focus can help organizations utilize important resources in an open innovation system and guide universities – as driving engines in R&D activity systems – to become key players in open innovation systems and simultaneusly radically improve milieus for research and education. Exploring the outcome from the project and how customers are integrated into value creation processes during the course of design and use, we argue that innovation systems management and customer integration are important assets not only to increased efficiency and quality, but also for enhanced innovation. The authors coin the term ‘ecology of innovation’ to sum up the potentials related to innovation and value creation.