Knowledge types to progress the development of sustainable technologies: a case study of Swedish demonstration plants

Nordqvist, Sofia; Frishammar, Johan

doi:10.1007/s11365-018-0547-y

Cited by 13 publications

(4 citation statements)

References 40 publications

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“…Such integration leads to an increase in organizational learning capacity (Zahra and George, 2002), which helps enterprises prepare for the development of innovation. Third, successful exploratory innovation requires not only that the R&D team be proficient in domain-specific knowledge but also that the members of the team effectively understand and use procedural knowledge such as knowledge pertaining to subsystems, process innovation and niche markets (Nordqvist and Frishammar, 2019). The effective integration and reconstruction of various types of knowledge, ranging from externally searched to internally inherent, allows enterprises to navigate innovative development in a dynamic competitive environment efficiently.…”

Section: Organizational Foresight and Exploratory Innovationmentioning

confidence: 99%

Addressing the loss of exploratory innovation: the roles of organizational foresight and strategic orientation

Zhang,

Lin,

et al. 2023

JBIM

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Purpose This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation. Design/methodology/approach This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors. Findings The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation. Research limitations/implications Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies. Originality/value This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

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Section: Organizational Foresight and Exploratory Innovationmentioning

confidence: 99%

Addressing the loss of exploratory innovation: the roles of organizational foresight and strategic orientation

Zhang,

Lin,

et al. 2023

JBIM

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show abstract

“…Another idea for research would be to examine the impact of other variables such as green entrepreneurial opportunities (Yi, 2020) on the formation of green entrepreneurial intention and action. It could also beinteresting to study the motives and decision-making process (Nordqvist & Frishammar, 2019) underlying green entrepreneurial orientation, intention, and action. Future research could answer the question related to why some entrepreneurs or business takeovers have the potential to create sustainable green business, while others do not (Zeng, 2018).…”

Section: Call For Further Researchmentioning

confidence: 99%

Becoming a green entrepreneur: An advanced entrepreneurial cognition model based on a practiced-based approach

et al. 2022

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This paper examines how entrepreneurs develop the intention to make their venture green, even when "being green" doesn't happen right from the start, or where the company does not operate in a business that is considered green. It crosses the literature on entrepreneurial cognition and entrepreneurship-as-practice, as it seeks to contribute to the emerging literature on green entrepreneurship, and more precisely on the reasons and processes that motivate entrepreneurs to develop a green strategy for their company. Based on the idea that most ventures are driven not only by an entrepreneur, but by an entrepreneurial team, and through the use of the concepts of praxis and practices, we propose a model that explains how entrepreneurs develop the intention to make their venture that competes in a non-green field enter into a green strategy. We argue that "becoming green" is not a radical process, but is instead strongly influenced by the entrepreneurial praxis the entrepreneur progressively adopts and even plays with. An illustrative case study reveals how this model works.

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“…It can be easily explained and is explicit and related to the learning and knowledge of a new task. Nordqvist and Frishammar (2019) argue that an organization must determine and agree on defined labels, distinctions and classifications that are considered their declarative knowledge. Moreover, it is necessary to understand how practices related to declarative knowledge can help organizational learning in PDP whose management model is structured based on the SG model.…”

Section: Pdpmentioning

confidence: 99%

Organizational learning in the context of product development processing: a case study in an automotive company

Alliprandini

Scur²,

Lopes³

et al. 2022

ARLA

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PurposeThis study identifies and analyzes practices related to declarative knowledge of organizational learning in the product development process (PDP) that uses the Stage-Gate (SG) system.Design/methodology/approachThe field research was conducted with a qualitative approach through a case study. The study object was a multinational company in the automotive sector that is highly competent in truck chassis design with a PDP based on the SG system.FindingsThe authors identified PDPs associated with the elements of declarative knowledge of organizational learning in intra- and inter-development teams. Rather than merely being a checklist, each gate in the SG system has the potential to become a more effective and robust intra-team learning practice and promote inputs for continuous improvement in the process through its use as a checkpoint of the five elements of declarative knowledge during the development activities.Research limitations/implicationsThe case study was conducted in a multinational company in the automotive sector, whose business units are divided by competencies. The unit studied is a reference in truck chassis and is located in the State of São Paulo, Brazil.Practical implicationsThe research model presented can be used to evaluate how companies exploit their activities and practices to leverage organizational learning in PDP. That is, the model can be used as a diagnostic reference for declarative knowledge in companies that apply the SG system to manage PDP.Originality/valueThe study focuses on a model of PDP analysis, aspects of organizational learning and declarative knowledge, in that the model it assists in the collection, distribution and use of information to the development team members with a view for products with greater innovation potential.

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Knowledge types to progress the development of sustainable technologies: a case study of Swedish demonstration plants

Cited by 13 publications

References 40 publications

Addressing the loss of exploratory innovation: the roles of organizational foresight and strategic orientation

Addressing the loss of exploratory innovation: the roles of organizational foresight and strategic orientation

Becoming a green entrepreneur: An advanced entrepreneurial cognition model based on a practiced-based approach

Organizational learning in the context of product development processing: a case study in an automotive company

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