Paolo Boccardelli

Ideation capabilities for continuous innovation

This paper explores ideation capabilities in large organizations. Based on the dynamic capabilities framework, it is seen that ideation capabilities are managerial and organizational processes for the stimulation, identification, selection and implementation of ideas. In order to explore how these capabilities are manifested and used in firms, case studies of four Swedish companies have been performed. The results of the study show that there are different approaches to ideation. In terms of the nature of innovative ideas, the observations lead to the suggestion that ideation presents some seemingly paradoxical issues to management. Firms with an explicit focus on building ideation practices experience that there are some negative consequences of the resultant formalization. Furthermore, the extent to which many employees should be involved in ideation is a difficult aspect, even though new technologies make this more viable. Also the degree to which the search for ideas should be directed is a non-trivial question, as the ideation processes can be facilitated by both freedom and limitations. It is nevertheless seen that firms can benefit from more deliberate approaches to ideation, in particular if these are broad and balanced and focus on both building capabilities that formalize the informal, in terms of establishing explicit processes, roles and systems, and building capabilities needed to manage informal structures in new ways.

Ideation Capabilities for Continuous Innovation

This paper explores ideation capabilities in large organizations. Based on the dynamic capabilities framework, it is seen that ideation capabilities are managerial and organizational processes for the stimulation, identification, selection and implementation of ideas. In order to explore how these capabilities are manifested and used in firms, case studies of four Swedish companies have been performed. The results of the study show that there are different approaches to ideation. In terms of the nature of innovative ideas, the observations lead to the suggestion that ideation presents some seemingly paradoxical issues to management. Firms with an explicit focus on building ideation practices experience that there are some negative consequences of the resultant formalization. Furthermore, the extent to which many employees should be involved in ideation is a difficult aspect, even though new technologies make this more viable. Also the degree to which the search for ideas should be directed is a non-trivial question, as the ideation processes can be facilitated by both freedom and limitations. It is nevertheless seen that firms can benefit from more deliberate approaches to ideation, in particular if these are broad and balanced and focus on both building capabilities that formalize the informal, in terms of establishing explicit processes, roles and systems, and building capabilities needed to manage informal structures in new ways.

Innovative Business Models in the Pharmaceutical Industry: A Case on Exploiting Value Networks to Stay Competitive:

The search to find a more efficient and effective way of managing processes, while maintaining the integrity of research and manufacturing activities, has led pharmaceutical firms, and other actors of the renewed pharmaceutical supply chain, to modify their own business models. This article aims to emphasize this dimension, highlighting, via the observation of a network of firms operating at different stages of the pharmaceutical supply chain, how business models have succeeded in complementing each other and in originating a value creation network.

How to Increase the Value of the Project Management Maturity Model as a Business-Oriented Framework

An organizations effectiveness partly depends on the success of its projects. With this in mind, many efforts have been spent in recent decades to enhance the project management culture, but results are still highly unsatisfactory. Project Management Maturity Models (PMMMs) are seen by both the academic and the industrial communities as a solid instrument to achieve this goal. The point at issue is that surveys and researches show PMMMs must be better linked to business and financial performance. The aim of this paper is to explore the scope for improvement to evolve PMMMs as business-oriented frameworks.

License to Learn: An Investigation into Thin and Thick Licensing Contracts

This article introduces the distinction between thin and thick contracts to the investigation of licensing-in as a mechanism for technological learning. Thick contracts include a clause specifying ...

The Role of Networks for Innovation in Temporary and Project-Based Organizations

This theoretical contribution discusses the role of networks for innovation in project-based organizations. Network serve as loci for innovation in providing timely access to knowledge and resources that are otherwise unavailable and stimulating internal expertise and learning capabilities‚ especially in industries in which complex knowledge bases expand rapidly. Moreover, networks may serve as the alternative access to resources that are not readily available through market exchanges. The aim of this contribution is to address some of the critical issues related to a better understanding of how diverse network structures impact on innovation. The authors build upon social network arguments, drawing on the idea that “optimal” network structure should be understood according to the context in which the network is embedded, the nature of the actors and the content of the relationships.

Learning and Innovation in Hybrid Organizations: Strategic and Organizational Insights

Reflecting the emergence of new organizational forms and hybrid organizations, this edited collection explores the processes of exchange, collaboration and technological management that have changed organizational structures. By investigating the impact that inter-organizational collaboration can have on the production and implementation of ideas within new firms, this study contributes to the growing field of innovation and responds to the need for a greater understanding of renewed processes. The authors argue that collaborations need to go beyond existing practices to create emerging paths such as bricolage, experimentation, effectuation and learning. Drawing together a diverse body of literature on the internal dynamics that drive organizational change, Learning and Innovation in Hybrid Organizations presents multiple perspectives on combining organizational flexibility with learning and innovation, and provides implications for future practice.

Lesson Learned, Implications, and Summary of the Main Findings

In the closing chapter, editors synthesize elements theorized across the volume and suggest further avenues for research both for theory and empirics based on the proposal arising from the contributors and form their own reading of each chapter.

How Technogym Created the Wellness Industry

Based on the philosophy mens sana in corpore sano, Technogym is considered by some analysts to be the leading global promoter of wellness. A common expression used to define Technogym stakeholders is “The Wellness Company.” Its founder, the Italian entrepreneur Nerio Alessandri, has transformed a startup based on fitness equipment into an international and competitive business, always convinced that “dream, vision, work, desire and effort have been the fundamental ingredients to succeed.”

Dynamic Capabilities for Open Innovation: The Role of Customer Mindset in Launching an Internet TV

This paper aims at revealing the influence of dynamic capabilities on open innovation in the context of TV broadcasters and at disclosing the importance of customer mindset, when launching an Internet TV project. Accordingly, the paper proposes a theoretical framework which links customer’s mindset in industries to dynamic capabilities for open innovation in the case of launching an Internet TV. The data has been collected from Lithuanian TV broadcasting industry. The results elaborated with Maxqda software imply that the launch of an Internet TV is not only the output of classic external and internal drivers, called company’s dynamic capabilities, but is also the result of customers’ mindset in sensing, seizing, and reconfiguring activities.