The challenges of innovation capability building: Learning from longitudinal studies of innovation efforts at Renault and Volvo Cars

Börjesson, Sofia; Elmquist, Maria; Hooge, Sophie

doi:10.1016/j.jengtecman.2013.11.005

Cited by 77 publications

(42 citation statements)

References 67 publications

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“…In doing so, the close relationship between intrapreneurial equivocality and renewal processes has been illustrated. This study can therefore in general be seen as complementary to studies performed by Kaplan and Orlikowski (2013) and Kelley and Lee (2010), and in particular to intrapreneurial theory as previously presented by Brunå ker and Kurvinen (2006), Antoncic and Hisrich (2003), Dovey (2009) andBö rjesson et al (2014) who emphasize the need to understand the role of daily activities in organizational change[ 6 _ T D $ D I F F ] .…”

Section: Discussionsupporting

confidence: 60%

“…Nevertheless, no matter the type of initiating approach, implementation of intrapreneurship programs may take several years, and can have a formal or informal character (Marcus and Zimmerer, 2003). What seems to be of importance, no matter the type of process, is that intrapreneurs discover new ways of doing things and unlearn old methods (Bö rjesson et al, 2014;Molina and Callahan, 2009). …”

mentioning

confidence: 99%

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Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Burström

Wilson

2015

Journal of Engineering and Technology Management

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Section: Discussionsupporting

confidence: 60%

mentioning

confidence: 99%

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Burström

Wilson

2015

Journal of Engineering and Technology Management

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“…It has been shown that the logic of the unknown and generativity is today at the heart of firm's strategy (Hatchuel et al 2010) and organization (Hatchuel et al 2006;Börjesson et al 2014), as well as economic growth (Hatchuel and Le Masson 2006;Le Masson et al 2010a). These studies have led to propose a theory of the firm based on firm's capacity to address the unknown collectively Hatchuel 2008, 2011).…”

Section: -Stimulate New Connections With Social Sciencesmentioning

confidence: 99%

Design theory: a foundation of a new paradigm for design science and engineering

et al. 2017

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In recent years, the works on Design Theory (and particularly the works of the Design Theory SIG of the Design Society) have contributed to reconstruct the science of design, comparable in its structure, foundations and impact to Decision Theory, Optimization or Game Theory in their time. These works have reconstructed historical roots and the evolution of design theory, conceptualized the field at a high level of generality and uncovered theoretical foundations, in particular the logic of generativity, the "designoriented" structures of knowledge, and the logic of design spaces. These results give the academic field of engineering design an ecology of scientific objects and models, which allows for expanding the scope of engineering education and design courses. They have contributed to a paradigm shift in the organization of R&D departments, supporting the development of new methods and processes in innovation departments, and to establishing new models for development projects. Emerging from the field of engineering design, design theory development has now a growing impact in many disciplines and academic communities. The research community may play significant role in addressing contemporary challenges if it brings the insights and applicability of Design Theory to open new ways of thinking in the developing and developed world.

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“…Börjesson et al (2014) described how two automotive firms developed capabilities for innovation, focusing on the efforts of dedicated teams in managing an innovation portfolio and building capabilities for innovation. In turn Labitzke et al (2014) studied German hospitals and found a positive relation between innovation activity and the existence of a dedicated IF.…”

Section: Literature Reviewmentioning

confidence: 99%

Innovation as a new organizational function: evidence and characterization from large industrial companies in Brazil

Bagno

Salerno

Dias

2017

Prod.

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Although innovation has acquired increasing importance for companies, achieving regular innovation capability imposes huge challenges for managers. Recent studies analyzed the experience of some large companies in setting up a dedicated team with the specific mission of conducting innovation management activities. Based on this analysis, innovation has been pointed to as a distinct and emerging organizational function. In this context, the central question posed in this study arises: what are the characteristics of such a function? Case studies were conducted in fifteen large industrial companies in Brazil that, except for two control cases, have established dedicated teams for innovation management activities. The analysis revealed key characteristics of the Innovation Function (IF), divided into six perspectives: general purpose, origins, legitimacy and guidance, people, assignments and future perspectives. The characterization of IF adds new elements to existing knowledge about how companies can build and maintain regular and systemic innovation capability.

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The challenges of innovation capability building: Learning from longitudinal studies of innovation efforts at Renault and Volvo Cars

Cited by 77 publications

References 67 publications

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Design theory: a foundation of a new paradigm for design science and engineering

Innovation as a new organizational function: evidence and characterization from large industrial companies in Brazil

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