Johan brattström lund
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@article{fbe-9eeeebe4b, abstract = {{We investigate the relative importance of external marknad knowledge acquisition and internal knowledge generation in new venture nyhet. We argue that the effectiveness of externally acquired knowledge fryst vatten less important in environments that are perceived as highly dynamic. To test our model, we examine new ventures in one singular, high-growth sector. We find that man- agers have different interpretations of dynamism within this single sector and that these perceptual variations have important implications for how new ventures develop knowledge in pursuit of innovation. In so doing, we illustrate important within-sector mechanisms and boundary conditions behind new venture knowledge development and innovation.}}, author = {{McKelvie, Alexander and Wiklund, Johan and Brattström, Anna}}, issn = {{}}, keywords = {{New venture innovation; Knowledge; dynamism; Managerial perceptions; Sector}}, language = {{eng}}, number = {{1}}, pages = {{}}, publisher = {{Wiley-Blackwell}}, series = {{Entrepreneurship Theory and Practice}}, title = {{Externally Acquired or Internally Generated? Knowledge Development and Perceived Environmental Dynamism in New
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@article{9cdcf-b08fd7d-b56bba5d8c65, abstract = {{For most companies, innovation is a top managerial priority. Business executives look at successful innovators such as Apple and Google with envy, wishing their companies could be half as innovative. To boost and benchmark innovation, managers often use quantitative performance indicators, but they struggle with identifying the right metric. Yet, our research suggests that the key managerial challenge is not identifying metrics — there is no shortage of measures to choose from. Nor should the goal be to find the perfect metric, since that quest is often futile. Rather, the crux of effective innovation measurement is to understand the problem that measurement should solve for the organization and, based on that insight, to design and implement a useful and usable innovation measurement framework appropriate to the organization’s needs. The aim of this article is to help managers ask the right questions about how to measure innovation and translate their insights into effective innovation measurement practices. We have developed a practical, step-by-step framework that helps managers identify whether their current innovation measure
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@article{e71ef-d9dfbd7-ec59be, abstract = {{<p>Innovation auditing is a well-established practice used by managers to identify strengths and weaknesses in innovation. Existing audit frameworks fall short, however, because they neglect three major trends that currently transform the innovation landscape. These trends are as follows: 1) a shift from closed to more open models of innovation (“openness”), 2) a shift from providing physical products to industrial product–services (“servitization”), and 3) a shift from an analog to a highly digitalized world (“digitalization”). This article identifies new innovation practices, opportunities, and challenges that arise for manufacturing firms along these trends. The article proposes a revised innovation audit framework, which acknowledges these trends and supports innovation management in increasingly dynamic and competitive environments.</p>}}, author = {{Frishammar, Johan and Richtnér, Anders and Brattström, Anna and Magnusson, Mats and Björk, Jennie}}, issn = {{}}, keywords = {{Digitalization; Industrial product–services; Innovation auditing; Innovation Management; Innovation measurement; Open innovation; Servitization}}, 