The conditions for organizations today has fundamentally changed as a result of digitalization and digital innovation processes has become a central part in an organization's continued work to handle changing requirements and needs. Arbetsförmedlingens Innovationscenter is a new department that has been established as a part of the authority’s journey towards digital renewal with the ambition to visualize digital opportunity for tomorrow's labour market. A knowledge gap has been identified concerning how a public organization through an innovation initiative manage the continuously increasing expectations for them to work innovative and digitally. To close this gap an explorative case study is conducted to study the role Innovationscenter plays in Arbetsförmedlingens work with digital innovation. A conceptual framework is then created based on research on value creation and innovation processes which is then used to study the empiricism. The study shows that Innovationscenters role is mainly one of external monitoring, organisational development and marketing. The conclusion is that Innovationscenter spends more time inspiring than innovating and argumentation is presented concerning the importance of creating the relevant structures to go from inspiration to innovation.

We are moving towards an increasingly digitized world where society experience a remarkable change due to digital technology. Digitization creates brand new opportunities for developing digital services that create added value for customers. Previous research has focused on corporate networks where several actors can be included and crucial for successful innovation. However, studies regarding how a company manages digital service innovation when multiple actors can be included have far been limited. In this study we have focused on the banking sector. By comparing how a bank manages digital service innovation when the service is self-owened and co-owned, we want to contribute with increased knowledge in the area using ecosystem theory. In order to achieve the purpose of the study, we chose to conduct a case study where data was collected through interviews. The result of the study shows that a bank in a large part, whether it’s a proprietary or co-owned digital service, must be able to handle the same components and actors to be able to establish the service in the ecosystem. We have confirmed previous research and contributed with our own conclusions in which we identified three ecosystem actors. These are infrastructure, the creation of value and cooperation. We concluded that these actors are very important in managing digital service innovation in both approaches, but at the same time have different conditions. From the result, we found that it is more difficult to handle infrastructure within a company with a self-owned digital service than what it is with a co-owned. It is also important to manage value creation regardless of the approach chosen by the bank as it will in both cases offer the customer a valuable service. The last is cooperation which is an important actor in both cases but with different conditions.

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