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  • 1.
    Abrahamsson, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Project: Fuzzy front end - ledning och organisering av produkt- och processinnovation2010Other (Other (popular science, discussion, etc.))
    Abstract [sv]

    Vinnova

  • 2.
    Amann, Marie
    et al.
    PA consulting, SWE.
    Granström, Gabriel
    KK foundation, SWE.
    Frishammar, Johan
    Luleå Tekniska Universitet, SWE.
    Elfsberg, Jenny
    Vinnova, Sweden.
    Mitigating not-invented-here and not-sold-here problems: The role of corporate innovation hubs2022In: Technovation, ISSN 0166-4972, E-ISSN 1879-2383, Vol. 111, article id 102377Article in journal (Refereed)
    Abstract [en]

    Despite a growing number of Corporate Innovation Hubs (CIHs) in recent years, limited attention has been paidto understanding the key problems that arise among organizations collaborating through CIHs. In particular,organizations often experience Not-Invented-Here (NIH) and Not-Sold-Here (NSH) problems, i.e. negative attitudestowards absorbing external knowledge and towards sharing internal knowledge externally. Consequently,many CIHs fail to deliver and are regarded as “innovation theatres” rather than engines of renewal. By drawingupon an inductive multiple case study of five CIHs, their parent companies and associated startups, located inSilicon Valley (USA) and the Gothenburg region (Sweden), the article sheds light on how CIHs can mitigate NIHand NSH problems in knowledge transfer. Specifically, we investigate the causes, consequences and mitigatingmechanisms of NIH and NSH problems among the organizations collaborating through a CIH. These findings arepresented in a framework that connects causes and consequences with the corresponding mitigating mechanisms.We also present new theoretical implications for the literatures on NIH and NSH.

  • 3.
    Amann, Marie
    et al.
    Management Consultant, PA Consulting, SE-111 44 Stockholm, Sweden.
    Granström, Gabriel
    Programme Manager and Analyst, The Knowledge Foundation, SE-111 47 Stockholm, Sweden.
    Frishammar, Johan
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering.
    Elfsberg, Jenny
    Director and Head of Innovation Management Division, Vinnova, Mäster Samuelsgatan 56, 101 58, Stockholm, Sweden.
    Mitigating not-invented-here and not-sold-here problems: The role of corporate innovation hubs2022In: Technovation, ISSN 0166-4972, E-ISSN 1879-2383, Vol. 111, article id 102377Article in journal (Refereed)
    Abstract [en]

    Despite a growing number of Corporate Innovation Hubs (CIHs) in recent years, limited attention has been paid to understanding the key problems that arise among organizations collaborating through CIHs. In particular, organizations often experience Not-Invented-Here (NIH) and Not-Sold-Here (NSH) problems, i.e. negative attitudes towards absorbing external knowledge and towards sharing internal knowledge externally. Consequently, many CIHs fail to deliver and are regarded as “innovation theatres” rather than engines of renewal. By drawing upon an inductive multiple case study of five CIHs, their parent companies and associated startups, located in Silicon Valley (USA) and the Gothenburg region (Sweden), the article sheds light on how CIHs can mitigate NIH and NSH problems in knowledge transfer. Specifically, we investigate the causes, consequences and mitigating mechanisms of NIH and NSH problems among the organizations collaborating through a CIH. These findings are presented in a framework that connects causes and consequences with the corresponding mitigating mechanisms. We also present new theoretical implications for the literatures on NIH and NSH.

  • 4.
    Anokhin, Sergey
    et al.
    Department of Marketing and Entrepreneurship, Kent State University.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    A conceptual framework for misfit technology commercialization2011In: Technological forecasting & social change, ISSN 0040-1625, E-ISSN 1873-5509, Vol. 78, no 6, p. 1060-1071Article in journal (Refereed)
    Abstract [en]

    The emerging literature on outbound open innovation has highlighted innovation processes, which presuppose active outward technology transfer to increase firm profits. To contribute to this discourse, our paper goes beyond the emphasis on core-related technologies and knowledge that currently dominates the technology management literature and develops the novel concept of misfit technology. This concept captures technologies that are not aligned with a focal firm's current knowledge base and/or business model, but which may still be of great value to the firm if alternative commercialization options are considered. By developing a framework that acknowledges (1) Sources of misfit technology, (2) Environmental uncertainty, (3) Organizational slack, (4) Industry appropriability regime and (5) Technological complexity, we theorize on how different modes of commercialization relate to misfit technology commercialization success. The paper is conceptual and is presented with the purpose to spawn further research on this important topic, but simultaneously touches upon the issues of utmost relevance to R&D management practice

  • 5.
    Averina, Elizaveta
    et al.
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering.
    Frishammar, Johan
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering. Entrepreneurship and Innovation Luleå University of Technology Luleå Sweden;House of Innovation Stockholm School of Economics Stockholm Sweden.
    Parida, Vinit
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering. Entrepreneurship and Innovation Luleå University of Technology Luleå Sweden.
    Assessing sustainability opportunities for circular business models2022In: Business Strategy and the Environment, ISSN 0964-4733, E-ISSN 1099-0836, Vol. 31, no 4, p. 1464-1487Article in journal (Refereed)
    Abstract [en]

    As the unfolding climate crisis escalates, incumbent manufacturing companies are increasingly sensing and seizing sustainability opportunities—ideas that help to generate value in a more sustainable way than existing alternatives. Prior literature has underscored the importance of opportunity recognition and has theorized various types of circular business models to address sustainability in practice. However, there is a knowledge gap regarding the step in between: undertaking an assessment that provides a foundation for subsequently pursuing a circular business model. Based on a multiple case study of four innovation projects pursuing sustainability, this article identifies capability assessment, ecosystem alignment, and value-capture viability as key dimensions in evaluating sustainability opportunities prior to circular business model design and development. These insights are aggregated into a framework that allows companies to conduct a systematic assessment of sustainability opportunities in practice. The framework provides new theoretical implications for the literature on circular economy and business model innovation, and it offers hands-on advice for management practice. 

  • 6.
    Björk, Jennie
    et al.
    Department of Engineering Design, KTH Royal Institute of Technology, Stockholm, Sweden.
    Frishammar, Johan
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering. House of Innovation, Stockholm School of Economics, Sweden.
    Sundström, Louise
    Prime Weber Shandwick.
    Measuring Innovation Effectively-Nine Critical Lessons: Companies looking to improve how they measure innovation can use nine critical lessons organized according to the themes of strategy, organization, and measurement design.2023In: Research technology management, ISSN 0895-6308, E-ISSN 1930-0166, Vol. 66, no 2, p. 17-27Article in journal (Refereed)
    Abstract [en]

    Overview: Few companies and organizations remain innovative for long periods of time, and despite high ambitions, many innovation initiatives fail to yield the desired results. Identifying how best to measure the effectiveness of innovation initiatives is key to ensuring that those efforts actually help an organization achieve its overall goals. This article offers organizations and their leaders practical advice for measuring innovation effectively. Specifically, it defines innovation measurement and its importance in precise terms and summarizes six years of our research on innovation measurement in multiple firms and industries. We articulate nine critical lessons for improving innovation measurement in real-world practice clustered into three overarching themes: Strategy, Organization, and Measurement Design. Each of the nine lessons elucidates a problem, identifies potential consequences, and proposes concrete solutions that organizations can implement as they strive to better measure and, ultimately, improve their innovation management initiatives.

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  • 7.
    Brattström, Anna
    et al.
    Lund University .
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Anders, Richtner
    Stockholm School of Economics .
    Björk, Jennie
    The Royal Institute of Technology.
    Magnusson, Mats
    KTH Royal Institute of Technology.
    Boxing in and box breaking of attention: A process model of innovation measurement2016Conference paper (Refereed)
  • 8.
    Brattström, Anna
    et al.
    Sten K Johnson Centre for Entrepreneurship, Lund University.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Richtnér, Anders
    Stockholm School of Economics .
    Pfluger, Dane
    HEC, Paris .
    Can innovation be measured?: A framework of how measurement of innovation engages attention in firms2018In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 48, p. 64-75Article in journal (Refereed)
    Abstract [en]

    Many firms manage the innovation process by using metrics. Yet, whether measurement supports or hinders innovation continues to be a topic of debate. To shed new light on this debate, this paper presents a conceptual framework of how measurement engages attention in firms. We draw on attention based theory and conceptualize innovation measurement as an attention-focusing device. We identify two ideal types of measurement practices. i) Directional Measurement: which is based on few and unidirectional metrics and encourages exploitative innovation efforts. ii) Conversational Measurement: which is based on multiple and ambiguous metrics and encourages exploration. We extend theory building in the technology and accounting literatures by theorizing the role of metrics and measurement for attention and by discussing the implications of such attentional engagement for innovation performance. In so doing, we engage closely with the managerial task of managing innovation while simplifying its conditions, thereby providing actionable advice.

  • 9.
    Cenamor, Javier
    et al.
    Department of Business Administration/CIRCLE, Lund University, S220 07 Lund, Sweden.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Openness in platform ecosystems: Innovation strategies for complementary products2021In: Research Policy, ISSN 0048-7333, E-ISSN 1873-7625, Vol. 50, no 1, article id 104148Article in journal (Refereed)
    Abstract [en]

    Innovation strategies in complementary product markets come with a dilemma: Platform sponsors must concede third parties autonomy to innovate to make a platform successful, but a platform sponsor must also participate in the complementary product market to make the platform grow, thus acting as a competitor to third parties. We examine the performance outcomes of four innovation strategies based upon combinations of development and commercialization activities, i.e., the proprietary, outbound, inbound and third-party strategies, and their evolution over time. Data was collected from a panel of 4,857 video games for the seventh generation of video consoles in the United States. The findings contribute to research on platform strategy, open innovation, and ecosystem management by highlighting the different performance outcomes of innovation strategies that co-exist in the same platform ecosystem at the same time. The findings emphasize that decisions on appropriate innovation strategies in platform ecosystems are much more complex than they have previously been portrayed as, through the traditional dualities of open or closed, platform sponsors or third parties, or first or subsequent strategies.

  • 10.
    Dusana, Hullova
    et al.
    University of Portsmouth.
    Pavel, Laczko
    University of Portsmouth.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    A Knowledge-flow Framework for Transitioning from a Product-centric Business to Provider of a Customer-centric Solution2017In: BAM 2017, Warwick, 2017Conference paper (Refereed)
  • 11.
    Eriksson, Per-Erik
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Patel, Pankaj C.
    Villanova University, Villanova School of Business.
    Rönnberg Sjödin, David
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Managing Interorganizational Innovation Projects: Mitigating the Negative Effects of Equivocality Through Knowledge Search Strategies2016In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 49, no 6, p. 691-705Article in journal (Refereed)
    Abstract [en]

    Equivocality, or divergent interpretations and understandings of tasks and knowledge, has negative effects on performance because it increases conflicts and creates communication and coordination challenges in inter-organizational innovation projects. However, equivocality may also stimulate team members to discuss beliefs and interpretations in ways that provide improved understanding of knowledge and tasks. We theorize that mitigation of negative effects of equivocality on project performance is conditional on explorative or exploitative knowledge search mode. Exploitative search (increasing search depth) allows for rapid learning based on the partners' existing knowledge, but it also limits a team's ability to interpret and combine diverse knowledge. Explorative search (increasing search breadth), on the other hand, allows for novel combinations of diverse knowledge and thereby alleviates the negative effect of equivocality on performance. Based on quantitative data from 251 respondents in 52 heavy-engineering innovation projects in four multinational corporations based in Sweden and from their 29 collaborating partner firms worldwide, we find that equivocality reduces project performance, but that joint explorative search mitigates the negative effect of equivocality on project performance. However, we do not find support for the moderation effect of exploitative search on the relationship between equivocality and project performance. Theoretical and managerial contributions as well as limitations and suggestions for future research are presented

  • 12.
    Eriksson, Per-Erik
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Sjödin, David Rönnberg
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Osäkerhet och tvetydighet: problem i investeringsprojekt2013In: Process Nordic, ISSN 1652-0114, p. 8-8Article in journal (Other (popular science, discussion, etc.))
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  • 13.
    Essen, Anna
    et al.
    House of Innovation, Stockholm School of Economics, SE-113 83, Stockholm, Sweden.
    Frishammar, Johan
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering. House of Innovation, Stockholm School of Economics, SE-113 83, Stockholm, Sweden.
    Cenamor, Javier
    Lund University, Department of Business Administration/CIRCLE, S220 07, Lund, Sweden.
    Entering non-platformized sectors: The Co-evolution of legitimacy debates and platform business models in digital health care2023In: Technovation, ISSN 0166-4972, E-ISSN 1879-2383, Vol. 121, article id 102597Article in journal (Refereed)
    Abstract [en]

    Digital platforms have deeply transformed a wide variety of sectors. However, new platform business models often face critical legitimacy challenges. Consequently, new entrants must continuously design and redesign their business model components, particularly when entering non-platformized sectors that are highly regulated. We draw on a longitudinal case study of the emergence of digital healthcare platforms in Sweden between 2013 and 2020. The analysis unravels a dynamic process of redesigning platform business models and their constituent components in response to legitimacy debates, suggesting that permission to operate can be fragile and subject to continuous negotiation. Our findings contribute to current insights into platforms, business models, and digital innovation in complex institutional contexts. Furthermore, our work carries implications for managers and policy makers in the digital health area.

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  • 14.
    Floren, Henrik
    et al.
    Högskolan i Halmstad.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    From preliminary ideas to corroborated product definitions: managing the front end of new product development2012In: California Management Review, ISSN 0008-1256, E-ISSN 2162-8564, Vol. 54, no 4, p. 20-43Article in journal (Refereed)
    Abstract [en]

    Front-end activities largely influence the outcomes of new product development processes, because it is here that firms create new ideas, give them direction, and set them in motion. We show that the front end can be understood as comprising three core activities: idea/concept development, idea/concept alignment, and idea/concept legitimization, which allow firms to create corroborated product definitions. This article provides important implications for managers interested in front-end management. It devotes specific attention to the differences between incremental and radical front-end development and to the front end in the light of increasingly open innovation processes.

  • 15.
    Florén, Henrik
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Frishammar, Johan
    Luleå University of Technology, Luleå, Sweden.
    From Preliminary Ideas to Corroborated Product Definitions: Managing the Front End of New Product Development2012In: California Management Review, ISSN 0008-1256, E-ISSN 2162-8564, Vol. 54, no 4, p. 20-43Article in journal (Refereed)
    Abstract [en]

    Front-end activities largely influence the outcomes of new product development processes, because it is here that firms create new ideas, give them direction, and set them in motion. We show that the front end can be understood as comprising three core activities: idea/concept development, idea/concept alignment, and idea/concept legitimization, which allow firms to create corroborated product definitions. The paper provides important implications for managers interested in front-end management, and devote specific attention to the differences between incremental and radical front end development and to the front end in the light of increasingly open innovation processes. 

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  • 16. Florén, Henrik
    et al.
    Frishammar, Johan
    Research Note: What is the ‘fuzzy front end’, why is it important, and how can it be managed?2013In: Managing Innovation: Integrating Technological, Market and Organisational Change / [ed] Joe Tidd & John Bessant, Chichester: John Wiley & Sons, 2013, 5, p. 418-420Chapter in book (Other academic)
  • 17. Florén, Henrik
    et al.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Where new product development begins: critical success factors, concepts and controversies in the fuzzy front end2008Conference paper (Refereed)
  • 18.
    Florén, Henrik
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Frishammar, Johan
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Lee, Carmen
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Ericsson, Magnus
    Luleå tekniska universitet, Luleå, Sweden.
    Gustafsson, Stefan
    Höganäs AB, Höganäs, Sweden.
    A framework for raw materials management in process industries2013Conference paper (Refereed)
    Abstract [en]

    Firms in the process industries manipulate materials properties to produce upgraded raw materials for applications and products upstream in a supply chain. About 25% of the most research intensive firms in the world belong to the process industries, so proper management of raw materials is a key concern for many firms. This article explores the concept of “raw materials management”. By studying the current world leader in powder metallurgy, the Höganäs Corporation, the article describes the external and internal factors impacting how raw materials are managed, and how raw material issues affect different aspects of firm performance. Managerial implications are presented elaborating three key-areas that firms should deal with when developing a strategic approach to raw materials management.

  • 19.
    Florén, Henrik
    et al.
    Högskolan i Halmstad.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Lee, Carmen
    Högskolan i Halmstad.
    Ericsson, Magnus
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Social Sciences.
    Gustafsson, Stefan
    Höganäs AB.
    A Framework for Raw Materials Management in Process Industries2013Conference paper (Refereed)
  • 20.
    Florén, Henrik
    et al.
    Center for Innovation, Entrepreneurship and Learning Research (CIEL), Halmstad University .
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Löf, Anton
    Raw Materials Group, Stockholm.
    Ericsson, Magnus
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Social Sciences.
    Raw materials management in iron and steelmaking firms2019In: Mineral Economics, ISSN 2191-2203, E-ISSN 2191-2211, Vol. 32, no 1, p. 39-47Article in journal (Refereed)
    Abstract [en]

    This paper adds new knowledge on how raw materials should be managed in iron and steelmaking firms. While previous research has contributed significantly to how firms should deal with functional challenges related to raw materials, the understanding of Raw Materials Management from a holistic perspective is largely lacking, and extant research does not provide qualified advice to firms on this matter. This study provides such knowledge by drawing on insights from Höganäs AB, a world leader in ferrous powder metallurgy, and their efforts to identify key aspects and principles of raw materials management. Our elaboration of a more holistic view on raw materials management builds on two elements. First, we depict five external uncertainties and three internal conditions that impact firm-level raw materials management. Second, we present six critical capabilities that underpin proficient firm-level raw materials management. The paper concludes with a discussion of implications for both firms aiming to increase their raw materials proficiency and to future investigations into this important area.

  • 21.
    Florén, Henrik
    et al.
    Halmstad University.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design. Hanken School of Economics, Helsinki, Finland.
    Critical success factors in early new product development: a review and a conceptual model2018In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 14, no 2, p. 411-427Article in journal (Refereed)
    Abstract [en]

    The literature on the front end in the New Product Development (NPD) literature is fragmented with respect to the identification and analysis of the factors that are critical to successful product development. The article has a two-fold purpose. First, it describes, analyses, and synthesizes those factors through a literature review of the research on the front end in NPD. Second, it conceptualizes a framework that features two types of success factors: foundational success factors (common to all the firm’s projects) and project-specific success factors (appropriate for the firm’s individual projects). The article makes recommendations for the management of this important phase of product development, discusses limitations of relevant previous research, and offers suggestions for future research. The article makes a theoretical contribution with its analysis and synthesis of the reasons for success in front-end activities and a practical contribution with its conceptual framework that can be used as an analytical tool by firms and their product managers.

  • 22. Frishammar, Johan
    An exploration of motives for further studying the link between environmental scanning and innovation2003In: Innovation management, Halmstad, 2003, p. 77-88Chapter in book (Other academic)
  • 23.
    Frishammar, Johan
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Characteristics in information processing approaches2002In: International Journal of Information Management, ISSN 0268-4012, E-ISSN 1873-4707, Vol. 22, no 2, p. 143-156Article in journal (Refereed)
    Abstract [en]

    This paper describes and compares different information processing approaches (terms). The purpose is to identify similarities and differences in the terms, relate them to and compare them with each other, but also to identify their underlying concepts and the course of events they represent. The terms or approaches addressed are Environmental scanning, Business, Competitive, Competitor, Market and Political intelligence, Marketing research and Information management. It was concluded that all approaches have a strong future orientation and strong ties to decision-making, and advocate that information is ennobled in one way or the other. The main differences lie in their focus, and in their scope. (C) 2002 Elsevier Science Ltd. All rights reserved.

  • 24. Frishammar, Johan
    Characteristics in information processing approaches2002In: International Journal of Information Management, ISSN 0268-4012, E-ISSN 1873-4707, Vol. 22, no 2, p. 143-156Article in journal (Refereed)
    Abstract [en]

    This paper describes and compares different information processing approaches (terms). The purpose is to identify similarities and differences in the terms, relate them to and compare them with each other, but also to identify their underlying concepts and the course of events they represent. The terms or approaches addressed are Environmental scanning, Business, Competitive, Competitor, Market and Political intelligence, Marketing research and Information management. It was concluded that all approaches have a strong future orientation and strong ties to decision-making, and advocate that information is ennobled in one way or the other. The main differences lie in their focus, and in their scope.

  • 25. Frishammar, Johan
    Fragments of a framework for studying information use in new product development2004Conference paper (Refereed)
  • 26.
    Frishammar, Johan
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Information use in strategic decision making2003In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 41, no 4, p. 318-326Article in journal (Refereed)
    Abstract [en]

    This paper addresses the issue of information use in strategic decision making. The study employs a case study as a research strategy together with personal interviews and documentation as means of data collection. The starting-point is four specific strategic decisions recently made by medium-sized companies in Sweden. The study provides the reader with an insight into management information behaviour when taking strategic decisions, by addressing questions such as: Why is information used? What kind of information does management use? How do they obtain it? And finally, where do they obtain it? In addition, a short review of the literature pertaining to the above stated questions is provided.

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  • 27. Frishammar, Johan
    Information use in strategic decision making2003In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 41, no 4, p. 318-326Article in journal (Refereed)
    Abstract [en]

    This paper addresses the issue of information use in strategic decision making. The study employs a case study as a research strategy together with personal interviews and documentation as means of data collection. The starting-point is four specific strategic decisions recently made by medium-sized companies in Sweden. The study provides the reader with an insight into management information behaviour when taking strategic decisions, by addressing questions such as: Why is information used? What kind of information does management use? How do they obtain it? And finally, where do they obtain it? In addition, a short review of the literature pertaining to the above stated questions is provided.

  • 28. Frishammar, Johan
    Intelligence use in offensive and defensive strategic decision-making2002Conference paper (Refereed)
  • 29.
    Frishammar, Johan
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Managing Information in New Product Development: A Literature Review2005In: International Journal of Innovation and Technology Management (IJITM), ISSN 0219-8770, Vol. 2, no 3, p. 259-275Article in journal (Refereed)
    Abstract [en]

    The new product development (NPD) process is frequently described as a sequence of information processing activities, but "information in NPD" occupies a broader conceptual space than the reduction of uncertainty. This article reviews the area of "information in NPD" by examining the literature on environmental scanning, market orientation, gatekeepers, cross-functional integration, and information use. It is argued that we can understand the process of managing information in terms of three steps: Acquiring, sharing and using. A tentative framework for this area is proposed, and managerial implications resulting from this literature review and tentative frame are outlined and presented.

  • 30. Frishammar, Johan
    Managing information in new product development: a literature review2005In: International Journal of Innovation and Technology Management (IJITM), ISSN 0219-8770, Vol. 2, no 3, p. 259-275Article in journal (Refereed)
    Abstract [en]

    The new product development (NPD) process is frequently described as a sequence of information processing activities, but "information in NPD" occupies a broader conceptual space than the reduction of uncertainty. This article reviews the area of "information in NPD" by examining the literature on environmental scanning, market orientation, gatekeepers, cross-functional integration, and information use. It is argued that we can understand the process of managing information in terms of three steps: Acquiring, sharing and using. A tentative framework for this area is proposed, and managerial implications resulting from this literature review and tentative frame are outlined and presented.

  • 31.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Organizational environment revisited: a conceptual review and integration2006In: International Studies of Management and Organization, ISSN 0020-8825, E-ISSN 1558-0911, Vol. 36, no 3, p. 22-49Article in journal (Refereed)
    Abstract [en]

    Innumerable books and articles state that "the environment" is important to organizations and merits attention, as it is thought to influence organizations' actions as well as outcomes. Still, little agreement exists on what the environment is and how to apprehend it. This paper presents a review of four different perspectives in organization-environment research: the adaptive, the resource-dependence, the cognitive, and the population-ecology perspectives. All perspectives present assumptions about environmental structure, sources of environmental change, level of analysis, and so forth, but they also imply different meta-theoretical assumptions that constitute distinct frames of references. In this paper, the author suggests that the ideas in the realist paradigm in strategy research, the logic of appropriateness, and high general applicability and prescriptive value contribute to explaining the dominant position of the adaptive perspective. It is further argued that viewing "environment" from only one angle is too limited a conceptualization, and "environment" is suggested to be a feasible avenue for combining and integrating characteristics from different perspectives in order to overcome limitations with a single-frame approach.

  • 32.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Three essays on the organization - environment interface2003Licentiate thesis, comprehensive summary (Other academic)
    Abstract [en]

    The environment is considered to be of importance to organizations, albeit for different reasons. This thesis presents an introduction to the concept of organizational environment and will provide the reader with a review of four different perspectives in organization - environment thinking. The perspectives reviewed are the adaptive, the resource-dependence, the cognitive, and the population-ecology perspective. These four perspectives are compared and contrasted on seven different dimensions, in an attempt to identify their similarities and differences. There then follows a discussion on how these perspectives relate to the appended papers, the evolution of these papers, and a summary of the papers. Finally, suggestions for future research are presented. There are three appended papers. The first paper, named Characteristics in information processing approaches, aims to describe and compare different information processing approaches. The purpose of the paper is to identify similarities and differences in different terms used to describe information acquisition, relate them to and compare them with each other, but also to identify their underlying concepts and the course of events they represent. The approaches addressed include environmental scanning, business intelligence, and information management. The second paper is entitled Information use in strategic decision-making. This paper addresses the issue of information use in decisions characterized as strategic. The method employed is a case study, where four decisions are highlighted. By addressing questions such as: Why is information used? What kind of information does management use? How do they obtain it? And finally, where do they obtain it?, the study provides the reader with an insight into management information behavior when taking strategic decisions. The third paper, The influence of environmental scanning on innovation performance, addresses the question of weather or not those firms that are better at managing external information also are better innovators. Data were collected by means of a mail survey, and the results show that a positive relationship exists between environmental scanning and innovation performance. Moreover, sharing information across functions/departments as well as using environmental information in decision-making concerning new product/service development were also found to correlate positively with innovation performance. The results also show that firms that are skilful at collecting, sharing and making use of information when deciding on new products/services are those that exhibit the highest degree of innovation performance in comparison with others.

  • 33.
    Frishammar, Johan
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Towards a theory of managing information in new product development2005Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    This thesis deals with various information aspects of new product development (NPD). In total, the thesis consists of 6 research articles appended in full, and an introductory text that integrates and theorizes with and from these papers.

    The first paper is a review article examining the literature on and role of information in NPD. The main argument put forward here is that information processing can be understood in terms of three steps: acquiring, sharing, and using information. The second paper is a largescale survey that examines the relationship between market and entrepreneurial orien-tation and performance in NPD. A market orientation is to a large extent about acquiring, disseminating and using market information, while an entrepreneurial orientation partly is about ignoring such information, and instead trying to be innovative, proactive, and take risks. The results show that a market orientation and innovativeness are positively related to NPD performance, and that neither product nor environmental characteristics moderate these relationships. The third paper is also a survey, and investigates the extent to which management of external information is associated with innovation performance. The main findings are that scanning the technological sector of the environment was positively associated with innovation performance, while scanning customers, suppliers, and competitors proved to be negatively correlated with innovation performance. Crossfunctional integration in the form of collaboration as well as using information from the industry environment also proved to be positively related to innovation performance.

    The last three papers have a centre of gravity in “management of information & environ-ment”, and not so much in new product development per se. Paper four describes and com-pares different information processing approaches (e.g. environmental scanning, marketing research) in order to identify their similarities and differences, but also their underlying con-cepts and the course of events they represent. The main conclusion is that differences exist primarily in terms of focus and scope. Paper five is a review and tentative integration of different perspectives in organization – environment research: the adaptive, the resource-dependence, the cognitive and the population-ecology perspective. The review identifies differences and similarities among these perspectives, suggests tentative conclusions on why the adaptive perspective is so frequently utilized at the expense of the other three, and suggests constructivism as a feasible avenue for combining and integrating these perspectives. Finally, the sixth and final paper deals with information use in the context of strategic decisionmaking. With a case study approach, the questions of why information is used, what kind of information is used, where it is obtained, and how it is obtained were addressed, and the results from this paper are mainly descriptive.

    The purpose of the introductory text is two-fold. In addition to providing integration of the appended papers, the main purpose is theory construction (i.e. elicitation of constructs and propositions). In the introduction, all six appended papers together with a new literature search and a new pilot case study are used to generate propositions about management of information, information sources, and the need for cross-functional integration in three different phases of the NPD process. In addition, suggestions regarding theoretical connections are made. The introduction text concludes with reflections, managerial implications, limitations, and future research.

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  • 34.
    Frishammar, Johan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Towards a theory of managing information in new product development2005Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    This thesis deals with various information aspects of new product development (NPD). In total, the thesis consists of 6 research articles appended in full, and an introductory text that integrates and theorizes with and from these papers. The first paper is a review article examining the literature on and role of information in NPD. The main argument put forward here is that information processing can be understood in terms of three steps: acquiring, sharing, and using information. The second paper is a largescale survey that examines the relationship between market and entrepreneurial orien-tation and performance in NPD. A market orientation is to a large extent about acquiring, disseminating and using market information, while an entrepreneurial orientation partly is about ignoring such information, and instead trying to be innovative, proactive, and take risks. The results show that a market orientation and innovativeness are positively related to NPD performance, and that neither product nor environmental characteristics moderate these relationships. The third paper is also a survey, and investigates the extent to which management of external information is associated with innovation performance. The main findings are that scanning the technological sector of the environment was positively associated with innovation performance, while scanning customers, suppliers, and competitors proved to be negatively correlated with innovation performance. Crossfunctional integration in the form of collaboration as well as using information from the industry environment also proved to be positively related to innovation performance. The last three papers have a centre of gravity in “management of information & environ-ment”, and not so much in new product development per se. Paper four describes and com-pares different information processing approaches (e.g. environmental scanning, marketing research) in order to identify their similarities and differences, but also their underlying con-cepts and the course of events they represent. The main conclusion is that differences exist primarily in terms of focus and scope. Paper five is a review and tentative integration of different perspectives in organization – environment research: the adaptive, the resource-dependence, the cognitive and the population-ecology perspective. The review identifies differences and similarities among these perspectives, suggests tentative conclusions on why the adaptive perspective is so frequently utilized at the expense of the other three, and suggests constructivism as a feasible avenue for combining and integrating these perspectives. Finally, the sixth and final paper deals with information use in the context of strategic decisionmaking. With a case study approach, the questions of why information is used, what kind of information is used, where it is obtained, and how it is obtained were addressed, and the results from this paper are mainly descriptive. The purpose of the introductory text is two-fold. In addition to providing integration of the appended papers, the main purpose is theory construction (i.e. elicitation of constructs and propositions). In the introduction, all six appended papers together with a new literature search and a new pilot case study are used to generate propositions about management of information, information sources, and the need for cross-functional integration in three different phases of the NPD process. In addition, suggestions regarding theoretical connections are made. The introduction text concludes with reflections, managerial implications, limitations, and future research.

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    FULLTEXT01
  • 35.
    Frishammar, Johan
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Andersson, Svante
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Role of Strategic Orientations for International Performance in Smaller Firms2006In: McGill Conference on international Entrepreneurship, 2006Conference paper (Refereed)
  • 36.
    Frishammar, Johan
    et al.
    Division of Entrepreneurship and Industrial Management, Luleå University of Technology, Luleå, Sweden.
    Andersson, Svante
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    The overestimated role of strategic orientations for international performance in smaller firms2009In: Journal of International Entrepreneurship, ISSN 1570-7385, E-ISSN 1573-7349, Vol. 7, no 1, p. 57-77Article in journal (Refereed)
    Abstract [en]

    This article examines how market orientation (MO) and entrepreneurial orientation (EO) relate to international performance in small firms. Empirically, the article draws on survey data from 188 Swedish SMEs. Results show that strategic orientations have a very limited influence on international performance in these firms. Proactiveness and, to some extent, a market orientation proved positively associated with international performance, while innovativeness and risk taking show no such relationship. Our findings highlight the problems associated with using “traditional” MO and EO constructs in an SME setting and point to the need of developing more appropriate constructs tailored to this context. We also note that the MO construct was developed from a “causal view” of marketing, while successful small international firms rely more on effectuation logic. The article also contributes to the debate between the two dominant perspectives that address firms’ early internationalization processes: the process theory of internationalization and the international new venture perspective, where our results are in favor of the latter.

  • 37.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Andersson, Svante
    Halmstad University.
    The overestimated role of strategic orientations for international performance in smaller firms2009In: Journal of International Entrepreneurship, ISSN 1570-7385, E-ISSN 1573-7349, Vol. 7, no 1, p. 57-77Article in journal (Refereed)
    Abstract [en]

    This article examines how market orientation (MO) and entrepreneurial orientation (EO) relate to international performance in small firms. Empirically, the article draws on survey data from 188 Swedish SMEs. Results show that strategic orientations have a very limited influence on international performance in these firms. Proactiveness and, to some extent, a market orientation proved positively associated with international performance, while innovativeness and risk taking show no such relationship. Our findings highlight the problems associated with using "traditional" MO and EO constructs in an SME setting and point to the need of developing more appropriate constructs tailored to this context. We also note that the MO construct was developed from a "causal view" of marketing, while successful small international firms rely more on effectuation logic. The article also contributes to the debate between the two dominant perspectives that address firms' early internationalization processes: the process theory of internationalization and the international new venture perspective, where our results are in favor of the latter.

  • 38.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Andersson, Svante
    Högskolan i Halmstad.
    The overestimated role of strategic orientations for international performance in smaller firms2006In: McGill International Entrepreneurship (MIE) Conference: Conference Extended Abstracts, 2006, p. 41-42Conference paper (Other academic)
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  • 39.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Cenamor, Javier
    Department of Business Administration, School of Economics and Management, Lund University.
    Cavalli-Björkman, Harald
    re:newcell AB, Cardellgatan 1, SE-114 36 Stockholm.
    Hernell, Emma
    HUI Research, SE-103 29 Stockholm.
    Carlsson, Johan
    EVRY Sweden AB, Olof Asklunds Gata 10, 421 30 Västra Frölunda.
    Digital strategies for two-sided markets: A case study of shopping malls2018In: Decision Support Systems, ISSN 0167-9236, E-ISSN 1873-5797, Vol. 108, p. 34-44Article in journal (Refereed)
    Abstract [en]

    Digitalization is fundamentally changing the retailing ecosystem for shopping malls as digital and analogue elements get increasingly intertwined. We conceptualize shopping malls as two-sided markets whose primary function is connecting shoppers and retailers. By means of an interpretative case study, the article then presents an omnichannel strategy typology for how shopping malls can meet the evolving digitalization challenge. We identify three generic strategies labeled digital awaiter, digital data gatherer, and digital embracer. The paper provides implications for research in omnichannel strategies, digitalization, and two-sided markets by explicating different strategies that involve physical and digital resources, and different ecosystem agents, i.e., retailers and shoppers. It also provides insights for other organizations beyond retailing and which operate under a two-sided market regime.

  • 40.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Chronéer, Diana
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    An 'inside-out' perspective on managing information in new product development2006In: International Journal of Technology Intelligence and Planning (IJTIP), ISSN 1740-2832, E-ISSN 1740-2840, Vol. 2, no 3, p. 248-261Article in journal (Refereed)
    Abstract [en]

    A continuous stream of books and papers has suggested that firms need to apprehend information about environmental factors such as customers, competitors and new technologies in order to enable effective New Product Development (NPD). Often, this literature takes an 'outside-in' perspective, and argues that firms need to utilise tools such as industry structure analysis and the OT component of SWOT to increase NPD performance. This paper outlines an alternative 'inside-out' perspective, and suggests that firms should start not by focusing on the environment, but rather on their resources and capability for managing information. The paper develops and explicates a three-component capability of managing information in NPD. The paper concludes with managerial implications by pointing to a variety of techniques and tools that management and other practitioners involved with NPD can use to build and sustain the capability of managing information.

  • 41.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Dahlskog, Emmy
    I3tex.
    Krumlinde, Charlotte
    WSP Sverige AB.
    Yazgan, Kerem
    Axel Johnson Group.
    The front end for radical innovation: A case study of idea- and concept development at Prime group2016In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 25, no 2, p. 179-198Article in journal (Refereed)
    Abstract [en]

    A firm's ability to develop radical innovation is heavily contingent on the front-end phases where ideas and concepts are created, yet few empirical studies provide detailed insights into radical idea and concept development. Using literature on problem finding and problem solving, we explore how radically new ideas and concepts emerge, and outline the process by which they are created. Based on multiple case studies of five completed and two ongoing projects conducted by a highly innovative consultancy firm, Prime Group, the article proposes a six-step process for radical idea and concept development. The insights provide theoretical implications and advice for how firms can increase novelty and success rates of emergent radical ideas and concepts

  • 42.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Dasselaar, Manfred
    Ericsson SE.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    When product meets service: Digitalizing industrial innovation2015In: Ericsson Business Review, ISSN 1653-9486, no 2Article in journal (Other (popular science, discussion, etc.))
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  • 43.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Ericson, ÅsaLuleå University of Technology, Department of Computer Science, Electrical and Space Engineering, Computer Science.
    Addressing societal challenges2018Collection (editor) (Refereed)
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  • 44.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Ericson, Åsa
    Luleå University of Technology, Department of Computer Science, Electrical and Space Engineering, Computer Science.
    Introduction: Addressing societal challenges2018In: Addressing Societal Challenges / [ed] Editors Johan Frishammar Åsa Ericson, Luleå: Luleå University of Technology, 2018, p. 1-6Chapter in book (Refereed)
    Abstract [en]

    As an area of excellence in research and innovation, EffectiveInnovation & Organization (EIO) at Luleå University ofTechnology (LTU) represents an important initiative aimedat addressing societal challenges by combining engineeringand social science research. EIO enables the pooling of resourcesfrom various scientific disciplines to address manyof the societal challenges Sweden is currently facing. Thisbook is one result from such pooling of disciplines, resourcesand cross-disciplinary discussions. Here, some leading EIOresearchers have jointly analysed and reflected upon fivekey societal challenges to identify some of their implicationsand future pathways for research at LTU. All of these challengesspan multiple scientific domains, and competence ininnovation and organisation will be critical if they are to beaddressed effectively.

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  • 45.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Ericsson, Kristian
    TRUMPF Machine Tools International.
    Patel, Pankaj
    Miller College of Business, Ball State University, Muncie, Indiana.
    The dark side of knowledge transfer: Exploring knowledge leakage in joint R&D projects2015In: Technovation, ISSN 0166-4972, E-ISSN 1879-2383, Vol. 41-42, p. 75-88Article in journal (Refereed)
    Abstract [en]

    Knowledge leakage refers to loss of technological knowledge intended to stay within a firm׳s boundaries and may cause a “weakened state” in which a focal firm loses its competitive advantage and industry position. Based on multiple case studies of knowledge leakage in joint research and development (R&D) projects in large firms in Sweden, this paper makes two contributions. First, in contrast to the uni-dimensional dyadic leakage process assumed in the literature, we find that the knowledge leakage process is multi-dimensional and exists in three varieties: i) a process whereby an external party assimilates knowledge from a focal firm, ii) a process whereby an external party assimilates knowledge from another external party, and iii) a process whereby the focal firm uses knowledge already shared with an external party in such a way that it becomes sensitive. Second, where the prior literature suggests that core knowledge must be protected from leakage, we find that some core knowledge can leak without negative effects, whereas some knowledge, being non-core to a focal firm, can have severe negative effects. These insights provide novel theoretical implications and new insights into how firms can manage knowledge leakage in practice.

  • 46.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering.
    Essen, Anna
    House of Innovation, Stockholm School of Economics, Stockholm, Sweden.
    Simms, Christopher
    University of Portsmouth, Portsmouth, U.K..
    Edblad, Rebecka
    Sopra Steria, Stockholm, Sweden.
    Hardebro, Veronica
    Northvolt AB, Stockholm, Sweden.
    Older Individuals and Digital Healthcare Platforms: Usage Motivations and the Impact of Age on Postadoption Usage Patterns2023In: IEEE transactions on engineering management, ISSN 0018-9391, E-ISSN 1558-0040, Vol. 70, no 8, p. 2903-2919Article in journal (Refereed)
    Abstract [en]

    Digital healthcare platforms have enabled patients to receive healthcare in ways that were impossible previously—for example, by providing a “safer” way to meet, as underscored by the Covid-19 pandemic. This article investigates whether older and younger primary care users display behavioral differences on digital healthcare platforms. The article adopts a mixed-method approach in which one-way ANOVA analysis on a sample of 152 000 patient journeys was combined with qualitative interview data. The findings highlight significant differences in usage between elderly and younger patients. The elderly spends more time during use—for example, during anamnesis, onboarding, and in queues. We also outline how the key antecedent factors that are most central to platform usage, such as perceived usefulness, perceived ease of use, digital maturity, and trust, play out in the elderly user context. The study contributes to the nascent literature on digital healthcare platforms and the postadoption usage of information and communication technologies by the elderly. The article also outlines research implications in the area of DHPs and mHealth for elderly users, and it discusses the practical implications for both platform owners and healthcare professionals, where platform design and information management are particularly important for elderly users.

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  • 47.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Social Sciences, Technology and Arts, Business Administration and Industrial Engineering. House of Innovation, Stockholm School of Economics, SE-113 83 Stockholm, Sweden; Entrepreneurship & Innovation, Luleå University of Technology, SE-971 87 Luleå, Sweden, and research fellow, House of Innovation, Stockholm School of Economics, SE-113 83 Stockholm, Sweden.
    Essén, Anna
    House of Innovation, Stockholm School of Economics, SE-113 83 Stockholm, Sweden.
    Bergström, Frida
    Management consultant, KPMG, Norra hamngatan 22, 411 06 Göteborg, Sweden.
    Ekman, Tilda
    Avery Dennison, South Holland, Leiden, The Netherlands.
    Digital health platforms for the elderly? Key adoption and usage barriers and ways to address them2023In: Technological forecasting & social change, ISSN 0040-1625, E-ISSN 1873-5509, Vol. 189, article id 122319Article in journal (Refereed)
    Abstract [en]

    Digital healthcare platforms (DHPs) represent a relatively new phenomenon that could provide a valuable complement to physical primary care – for example, by reducing costs, improving access to healthcare, and allowing patient monitoring. However, such platforms are mainly used today by the younger generations, which creates a “digital divide” between the younger and the elderly. This article aims to identify: i) the perceived key barriers that inhibit adoption and usage of DHPs by the elderly, and ii) what DHP providers can do to facilitate increased adoption and usage by the elderly. The article draws on qualitative interviews with elderly and complementary process data from a major Swedish DHP. We find that the elderly perceives two key barriers to initial adoption of DHPs: i) negative attitudes and technology anxiety and ii) one key barrier affecting both adoption and usage – lack of trust. The analysis also identifies multiple development suggestions for DHP improvement to better accommodate the needs of the elderly, including suggestions for application development and tailored education activities. We provide an integrated framework outlining the key barriers perceived and ways to address them. In so doing, we contribute to the literature on mHealth and to the literature on platforms in healthcare.

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  • 48.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Floren, Henrik
    Högskolan i Halmstad.
    What is the "fuzzy front end", why is it important, and how can it be managed?2009In: Managing Innovation: Integrating technological, market and organizational change, Hoboken: John Wiley & Sons, 2009, 4, p. 341-343Chapter in book (Other academic)
  • 49.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Floren, Henrik
    Högskolan i Halmstad.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Beyond managing uncertainty: insights from studying equivocality in the fuzzy front end of product and process innovation projects2011In: IEEE transactions on engineering management, ISSN 0018-9391, E-ISSN 1558-0040, Vol. 58, no 3, p. 551-563Article in journal (Refereed)
    Abstract [en]

    Previous research has shown uncertainty reduction to be critical in the fuzzy front end of the innovation process, but little attention has been given to the equally important concept of equivocality, although it is a defining characteristic of many front-end projects. To address this research gap, this paper report the results from a longitudinal, multiple case study of four large companies oriented to both product and process innovation. First, our results show that both uncertainty and equivocality is more effectively reduced in successful front-end projects than in unsuccessful ones. Second, the negative consequences of equivocality appear more critical to front-end performance than the consequences following uncertainty. Third, our results show that uncertainty and equivocality are reduced sequentially in successful projects and simultaneously in unsuccessful projects. Finally, uncertainty and equivocality takes longer time to reduce in process innovation projects than in product innovation projects, which is a consequence of the systemic nature of process innovation. Altogether, these findings provide strong implications for managing front-end projects more proficiently.

  • 50.
    Frishammar, Johan
    et al.
    Luleå University of Technology, Luleå, Sweden.
    Florén, Henrik
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Research Note: What is the “fuzzy front end”, why is it important, and how can it be managed?2009In: Managing Innovation: Integrating Technological, Market and Organisational Change / [ed] Joe Tidd, John Bessant & Keith Pavitt, Hoboken: John Wiley & Sons, 2009, 4, p. 341-343Chapter in book (Other academic)
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