Diss. Stockholm : Tekniska högskolan, 2005.

Diss. Uppsala : Uppsala universitet, 2007.

Over the last few years there has been a downturn in business. As a response, many companies have initiated various downsizing activities – often on a short-term financial basis – in order to improve the competitive position of the company. Yet, at the same time, innovation is often cited as the key to long-term success by the very same companies. The central problem examined in this book is whether downsizing and innovation are compatible. The problem was studied during a two year exploratory case research in six cases – selected from a well-defined reference population consisting of 37 companies – facing the exact challenge of simultaneously downsizing and trying to sustain its high level of innovation. The simple answer found in the study is yes. Companies can simultaneously downsize and still maintain a high level of innovation, but it is difficult and challenging and it depends on the company’s ability to handle the knowledge creation process. So what is needed? Create an understanding in the company, at all levels, that balancing knowledge creation – the ability to share and transfer knowledge – is one of the most important tasks in order to remain innovative over time. This is done by building a commitment to knowledge creation. This commitment is achieved through making knowledge creation a visible and central element of the strategic intent, and organizing the company so that ideas can be generated and generalized. Examples of activities include: At an organizational level there is a need to create boundary spanning activities to facilitate knowledge creation between various part of the organization, but also to other organizations. At a top management level shared visions and values need to be created; exemplified in words and action. Important is that the top management not get involved into micro-management. Avoid cutting-down on initial activities – where visualization and brainstorming are in focus – in projects aiming for innovation, as these activities are the foundations the rest of the project. This book is useful for those who are faced with the challenge of finding a balance between short-term activities, often focusing on downsizing, and the more long-term activity of being innovative. / Diss. Stockholm : Handelshögskolan, 2004

Diss. (sammanfattning) Uppsala : Uppsala universitet, 2004. / Härtill 5 uppsatser.

Diss. Linköping : Univ.

Diss. Linköping : Linköpings universitet, 2005.

The innovation race, with ever-shortening product lifecycles and esca­lating innovation costs, has made alliances for innovation a central competitive strategy at many firms. Alliances provide access to a broader pool of knowledge that would be difficult to develop inside the firm, as well as a way of sharing risks. However, many innovation-based alliances fail. The literature argues that one important reason for this is the tension created by the contradictory recommendations of alliance management, whereby fixed contracts are stressed, and the recommendations for the innovation management of flexible and adaptable structures in order to support the innovation process. This thesis addresses the tension between the contractual logic of alliances and the dynamics of innovation by studying how different alliance structures, e.g. structures for coordination and communication, and innovation structures, e.g. modularity, can interact when shaping the innovation process. Based on in-depth studies of the innovation process in nine innovation-based alliances, the main contribution made by this thesis is a process model for managing innovation-based alliances. A central conclusion is that the structure of the alliance and the design of the innovation have to be adapted to each another in order to enable progress during the innovation process. The process model for innovation-based alliances consists of three phases; exploration, alignment, and commercialization. Important challenges during each phase are identified and different ways of managing these challenges are suggested. Although there is no shortcut to a successful innovation-based alliance, many difficulties can be avoided if management forms and subsequently adapts various alliance structures, in addition to the internal and external design of the innovation, so that the alliance and innovation become aligned. This alignment requires management to approach the alliance and innovation processes as one coalesced process whose character depends on the variety of the innovation. / Diss. (sammanfattning) Stockholm : Handelshögskolan, 2005

Both practice and theory present good reason to believe that collaborative interorganizational relationships have become particularly important for innovation and new product development in industries characterized by rapid technological change and dynamic competition. Even though collaboration across organizational boundaries represents an important change in the way companies innovate and develop new products (services and processes), it appears as if the process and practical steps of such arrangements are scantly explored.   The thesis Dating for Innovation addresses this gap by empirically studying a focal company’s attempts to bring new opportunities into the world through collaborative interorganizational relationships under conditions marked by fluid change. A diverse set of research methods ranging from an insider action research approach to more conventional case study methods were applied to shed light on contingencies that may play a role in influencing the process and practical steps.   The result suggests an explorative logic and process, where the partners make use of interorganizational relationships as a means to explore the knowledge necessary for creating, recognizing, and, eventually, developing future opportunities. Not only interest and continued motivation, but also calculated costs and perceived risks, were thus outcomes of the collaboration rather than prescribed beforehand. Furthermore, the empirical findings suggest that corporate entrepreneurs at lower levels in the organization have a more significant influence than previously assumed. From a general point of view, these results imply that parts of the process can be facilitated, but not all initiatives or activities can be directed. Managers are thus challenged to reflect on how to productively deal with interorganizational innovation activities without adapting a classical linear and/or hierarchical monitoring of interorganizational innovation initiatives. / Diss. (sammanfattning) Stockholm : Handelshögskolan, 2004 [10], iii, [1], 107 s.: sammanfattning, s. 108-265, [6] s.: 5 uppsatser

No description available.

In the growing digitalization of the grocery industry, it is necessary for traditional grocery retailers to adapt their business models to the new digital era. Augmented reality (AR) and other digital tools have proven to have the ability to transform the grocery business, and it is crucial for traditional grocers to act in order to remain competitive. AR technology has been used in a number of different retail industries, such as the clothing industry and the furniture industry. The purpose of this paper is to investigate how the implementation of AR can affectthe business model of a traditional grocery retailer. A case study has been conducted with a food company in Sweden, at the request of our commissioner working in the field of digitalization of different industries. Furthermore, the Triple Layered Business Model Canvas, has been used as a tool to identify the current business model, and to give suggestions on how the future business model can look like, after an implementation of AR. The results show a change on the canvas of the three different sustainability factors, but also an identification of the different challenges a grocery retailer can face. The results show an increased collaboration with external partners and the implementation of new activities for the case company. Furthermore, the study emphasizes the impact on distribution and suppliers, as well as the social consequences. Preparation for the technology is further presented in the study.  The study contributes to increased knowledge of business model change in the grocery industry. Previous research on the impact of AR on the grocery industry has been confirmed, and this paper contributes new research investigating the impact of technological innovations on the business model of traditional grocery retailers. This study also adds knowledge on theuse of the Triple Layered Business Model Canvas as an analytical tool for sustainability and business model change. / I den växande digitaliseringen av livsmedelsbranschen är det nödvändigt för traditionella livsmedelshandlare att anpassa sina affärsmodeller till den nya digitala eran. Förstärkt verklighet (AR) och andra digitala verktyg har visat sig ha förmågan att omvälva livsmedelshandeln, och det är avgörande för traditionella livsmedelshandlare att agera för att behålla sin konkurrenskraft. AR-tekniken har använts inom ett flertal olika industrier inom detaljhandeln, såsom klädindustrin och möbelindustrin. Den här uppsatsens syfte är att undersöka hur implementeringen av AR kan påverka en traditionell livsmedelshandlarnas affärsmodell. En fallstudie har gjorts på ett livsmedelsföretag i Sverige, på begäran av vår kommissarie som arbetar inom digitalisering av olika branscher. Vidare har Triple Layered Business Model Canvas använts som ett verktyg för att identifiera den nuvarande affärsmodellen, och för att ge förslag på hur den framtida affärsmodellen kan se ut, efter en implementering av förstärkt verklighet (AR). Resultaten visar en förändring av canvasen med tre olika hållbarhetsfaktorerna, men även en identifiering över de olika utmaningarna en livsmedelshandlare kan stå inför. Resultatet visar ett ökat samarbete med externa partners samt implementering av nya aktiviteter för fallföretaget. Dessutom belyses påverkan på distribution och leverantörer, samt de sociala konsekvenserna. Vidare i studien presenteras även olika relevanta och betydelsefulla förberedelser för en implementation av AR tekniken. Studien bidrar till ökad kunskap inom förändring av affärsmodeller inom livsmedelsindustrin. Tidigare forskning om förstärkt verklighets påverkan på livsmedelsbranschen har bekräftats, och denna uppsats bidrar med ny forskning som undersöker effekten av teknologiska innovationer på affärsmodellen för traditionella livsmedelshandlare. Denna studie tillför även kunskap om användningen av Triple Layered Business Model Canvas som analysverktyg för hållbarhet och förändring av affärsmodeller.